Strong leadership is the backbone of strong companies. The “four Cs” framework for leadership (character, competence, caring, and communication) can be adapted to a wide range of cultures, regulatory demands, and operational needs.
Health equity remains a major issue among underserved populations, with a complex interplay between race, social determinants of health, and health outcomes. One organization working to advance health equity is Our Healthy Community (OHC), which is dedicated to improving health outcomes in underserved communities. To help achieve this, OHC is working to bridge the gap between faith-based organizations, community organizations, and the healthcare industry.
Artificial intelligence (AI) is proving particularly useful in identifying potential candidates for appropriate clinical trials. In oncology, for example, overall estimated patient participation rate in clinical trials is only around 7%. AI can help alleviate the burden of prescreening at the site level, freeing up clinical research coordinators’ time to focus on the patients who are most likely to meet inclusion/exclusion criteria.
As more and more clinical research professionals come to grips with the day-to-day, warts-and-all reality behind the glittering productivity promises offered by artificial intelligence (AI), one thing that has become clear is that AI is not just about reviewing clinical trials data and regulatory paperwork—it’s about reviewing the reviewers themselves.
While clinical research offers a broad range of career paths, site-based professionals may face challenges transitioning to roles at non-site companies. Developing a transition roadmap—using self-assessment tools, tracking metrics, gaining cross-functional exposure, and reframing outcomes in the company’s language—can help in achieving career goals.