DIGITAL TRANSFORMATION SERIES - Explaining the “why” behind the tools

My purpose is to unleash human potential through digital platforms focused on bridging gaps to create a healthier world

My aim is to inspire more leaders, whether they’re working in commercial, marketing, or medical sectors, to embrace the shift from a product-centric approach - delivering messages to healthcare professionals - to becoming trusted advisors to them. My goal is to unlock the power of genuine connections. I’m particularly passionate about helping pharma professionals feel confident using technology to improve their customer experience through relevant and personalize interaction with HCPs.

When it comes to digital transformation, enabling people to use technology confidently is what fascinates me most. To explore this topic, I’ve been interviewing inspiring pharma leaders to learn from them and provide them with a platform to share their perspectives. I was delighted to welcome Carolina Quezada Correa, Global Omnichannel Operations Lead at Grünenthal, to a LinkedIn Live on the 27th of November.

Caro has over a decade of experience in the pharmaceutical industry. She has carved a unique path that combines her background in public relations, marketing and digital transformation. She has led key digital marketing projects at Pfizer and Grünenthal, including launching the Pfizer Pro web & app , a global email platform, and patient programs focused on enhancing adherence among patients, such as “Artemisa” in the women’s healthcare area, as well as various B2B and B2C campaigns.

Caro played a pivotal role in positioning Grünenthal Chile as a top-performing affiliate in business and digital strategy during and after the pandemic. She is passionate about AI, personalization and innovation. If I had to describe Caro using a character, she’s like Tigger from Winnie-the-Pooh  - full of boundless energy when it comes to digital transformation and AI. I first heard her speak at the NEXT Pharma Summit, and she was phenomenal. She’s earned the distinction of being one of the top pharma voices.

Outside work, she’s a disciplined athlete, an avid runner and cyclist, and someone who manages to cram so much into her day, starting at 5am.

This interview was all about getting to know Caro's insights on omnichannel operations, digital innovations and AI in pharma.

Carolina was representing her own views, not those of her company, which allowed him to speak freely.

I’d love to start by asking you about your journey into the pharma industry. Did you always plan to work in pharma, or did you find your way here by accident?

It was a complete accident! About ten years ago, I was working in a completely different field. I had studied public relations and graduated at twenty one, which was quite young, especially in Chile. It was difficult to find my first job in public relations, so I started working in the financial sector.

Although it was a good learning experience, it wasn’t my passion. I was twenty three at the time and had plans to go to Australia to learn English. Just before I left, I got an offer to work on a two-month regulatory project at Pfizer. The role focused on labelling updates and artwork revisions. I thought, “Why not give it a try?”

When I interviewed for the position, most candidates had pharma or scientific backgrounds. However, the director of regulatory affairs at Pfizer told me she was looking for a fresh perspective. She believed I could learn the technical side on the job. That project turned into a year-long role, and I learned so much about regulatory affairs. It was an incredible experience that opened doors for me.

From regulatory affairs, you moved into marketing and now digital transformation. How did your early experience in public relations shape your approach to digital transformation?

 Public relations taught me the importance of connection and communication. When I joined the regulatory team, I noticed that most of my colleagues were very detail-oriented and quiet - typical for that field. I, on the other hand, was outgoing and loved engaging with people. I decorated desks for birthdays, created presentations for marketing teams and tried to build a sense of community.

 Those skills were invaluable when I transitioned into digital marketing. Digital transformation isn’t just about technology; it’s about people. You need to communicate the “why” behind new initiatives and bring teams on board. I think my PR background helped me bridge the gap between the technical and human sides of transformation.

I remember you saying that your mum initially had reservations about you pursuing public relations as a career. How did you navigate that?

Yes, my mum was concerned because public relations wasn’t seen as a high-paying or stable career at the time. Many people associated it with organising events or working in nightclubs. But I knew I wanted to study PR because I loved connecting with people and solving problems.

When I transitioned into regulatory and then marketing, I kept those core skills with me. They’ve been so important in helping me build relationships and drive adoption of digital tools.

You’ve had such an inspiring journey, Caro. From Chile to Europe, regulatory to marketing, and now global digital transformation - it’s incredible. What motivated you to make the leap to Europe?

 I moved to Europe last year after joining the global team at Grünenthal. It was a big decision, but I wanted to expand my horizons and take on new challenges. Working at the global level has been an amazing experience. It’s allowed me to collaborate with colleagues from different markets and cultures while driving innovation in omnichannel operations.

That’s fantastic! You’ve clearly had a huge impact. What strategies have you found most effective for driving adoption of digital tools within teams?

One of the key strategies is identifying early adopters within the team. These are the people who are curious, open to change, and willing to experiment. Once you have early adopters on board, they can help influence others.

Another important aspect is communication. You need to explain the “why” behind the tools and show how they address real business needs. For example, I often present use cases and data to demonstrate the impact of digital campaigns. I also make an effort to be present -attending promotional meetings, spending time in the field, and building trust with teams.

That’s so true. Building trust and showing the value of digital tools is key. You mentioned earlier that you’ve been working on unifying data and creating seamless omnichannel experiences. Can you share more about that?

Absolutely. At Grünenthal, we’ve been focusing on unifying data to create a connected ecosystem. This allows us to deliver personalised and relevant content to HCPs, based on their preferences and behaviours.

For example, if an HCP hasn’t engaged with us in thirty days, we can send a targeted email saying, “We miss you!” and include content recommendations tailored to their interests. We’ve seen significant improvements in engagement and time spent on our platforms as a result.

Additionally, we’ve streamlined the process for collecting feedback. After a field visit, HCPs can immediately receive a survey, and the results are integrated into our systems in real time. This helps us continuously improve the customer experience.

You’re doing such fantastic work in bringing omnichannel engagement to life. I’d love to hear your thoughts on what capabilities or mindsets leaders should prioritise when building teams to drive digital transformation.

That’s a great question. I believe the most important thing is curiosity. You need people who are eager to learn and explore new technologies, but also those who ask the right questions - like why we are doing something and how it will benefit the business or customers.

You also need diversity within the team. By this, I don’t just mean in terms of backgrounds or demographics but also skillsets. For example, in my teams, I like to balance creative thinkers with data-driven individuals. Having a mix of people who can complement each other’s strengths is critical for innovation.

Finally, adaptability is key. Technology and customer expectations are changing so quickly, and we need team members who can embrace that change and thrive in uncertain environments.

That’s fantastic advice. It sounds like you’ve built a very forward-thinking and dynamic team. I also wanted to touch on a slightly different topic - how do you see the role of AI evolving in digital transformation within pharma?

AI has already started to play a significant role, and its potential is immense. One area I’m particularly excited about is personalisation. AI enables us to understand customer behaviours, preferences, and pain points at scale, allowing us to deliver tailored experiences in real time.

For example, at Grünenthal, we’ve started using AI for sentiment analysis. This helps us understand how HCPs feel about their interactions with us, whether it’s a webinar or an email campaign. With this insight, we can close the loop and improve the overall experience.

AI is also helping with predictive analytics. For instance, it can help us anticipate what an HCP might need next based on their past behaviour. This allows us to be proactive rather than reactive, which is a big shift for the industry.

That said, the key is to ensure AI is used ethically and in a way that complements human interactions. Technology should enhance, not replace, the human touch.

That’s such an important point. Technology is a tool to enhance human connection, not a substitute for it. Finally, Caro, what advice would you give to leaders who are just beginning their digital transformation journey?

My advice would be to start small and focus on quick wins. Identify a specific problem or opportunity, implement a solution, and measure the results. This helps build confidence and momentum within the organization.

Also, don’t underestimate the importance of communication. Digital transformation isn’t just about technology - it’s about people. You need to bring everyone along on the journey by explaining the “why” and demonstrating the benefits.

Lastly, embrace a mindset of experimentation. Not everything will work perfectly the first time, and that’s okay. Learn from your mistakes and iterate. The journey of transformation is as much about the process as it is about the outcomes.

Conclusion

Digital transformation isn’t just about technology; it’s about creating meaningful, human connections that drive better outcomes for patients. Let’s take this mission forward together into 2025.

If you would like to purchase a copy of The Omni Advantage, it is available as a paperback or audiobook.