To embrace new ways of thinking and working, large-scale cultural shifts are essential

For those of us who have called the pharmaceutical industry ‘home’ for a decade or more, it’s clear the environment has shifted dramatically. What was once a familiar landscape now demands constant reassessment. The way we operate, innovate and engage with the world is evolving – and for many, it can feel overwhelming.

Yet, at the heart of this industry lies a shared passion for patients that continues to drive us forward. While advancements bring exciting opportunities, they also introduce new pressures. We’ve seen how teams are being pushed to transform – not just to adopt new technologies, but to embrace new ways of thinking and working. To navigate this successfully, large-scale cultural shifts are essential. These must be rooted in continuous learning, adaptive change management and a human-centred approach – like, for example, Uptake’s ‘LECC’ framework: Leadership and Empowerment; Enabled and Encouraged; Clarity and Confidence; Capability and Collaboration.

Having worked alongside organisations making these shifts, we’ve seen firsthand what works. Here’s how an LECC framework can guide transformation:

Leadership and empowerment sit at the core of any successful learning culture. From our experience, effective leaders inspire innovation not by controlling outcomes but by creating space for ownership and experimentation. It’s not easy to carve out this space in a fast-paced environment, but when teams feel empowered to explore new solutions, they unlock the innovation needed to thrive.

We know that team members who feel enabled and encouraged are more likely to embrace continuous learning. The right tools and a supportive atmosphere make all the difference. Empowerment paired with resources creates an environment where individual growth fuels collective success.

Expertise hubs thrive on clarity and confidence. These centres of excellence succeed when team members clearly understand their roles and feel confident in their ability to contribute. From what we’ve observed, leaders play a critical role in aligning these hubs with broader organisational goals, ensuring their efforts have maximum impact.

Collaboration is equally crucial. Expertise hubs should never operate in silos. Instead, they act as collaborative spaces where teams from different functions share knowledge and tackle challenges together. We’ve seen how this cross-functional approach can help organisations develop new skills and perspectives, driving adaptability across the board.

Leadership today requires more than traditional methods – it calls for courage and innovation. Transformation isn’t just about implementing new technologies; it’s about adopting new mindsets. From our work with leaders, we’ve found that environments where calculated risks and experimentation are encouraged help teams embrace change without fear.

Agility is another hallmark of effective leadership. Strategies should be refined iteratively, not treated as static plans. Moving beyond a ‘one and done’ mentality ensures organisations stay flexible and prepared for what comes next. We’ve seen how this approach can turn uncertainty into opportunity.

Change can be unsettling without clear communication. Leaders must articulate why transformations are happening, what they aim to achieve and how feedback will shape the journey. Transparent feedback loops strengthen engagement and create a culture where every voice matters.

When these loops extend across functions, they become even more powerful. We’ve witnessed how cross-functional feedback fosters collaboration, helping teams gain new skills and work more effectively. This shared understanding builds resilience and equips organisations to adapt to ongoing change.

An LECC framework offers a practical, people-centred approach to navigating complex transformations. By embedding its principles – empowerment, clarity, collaboration and continuous improvement – organisations can move beyond feeling overwhelmed and confidently prepare their teams for the future.

Ultimately, transformation isn’t about technology or processes – it’s about people. The organisations investing in their teams’ growth, collaboration and empowerment are the ones shaping the future of healthcare. From what we’ve seen, those willing to embrace this human-centred approach are already starting to reap the rewards.