A new global report finds that clinical research teams are making progress but still lack the skills and tools needed to keep pace with growing trial complexity and emerging technologies.
In a landscape of increasingly complex clinical trials, novel drug modalities, and explosive growth of data, the biopharmaceutical industry is continually evolving to meet the demands of every new challenge. Yet, traditional approaches to research and development have often struggled to keep up.
While a number of innovative solutions have entered the market in recent years, staying ahead of these emerging trends requires a new level of agility, adaptability and problem-solving. According to a recent survey of more than 500 global industry leaders and frontline workers, the clinical research workforce has taken great strides forward and still has some work to do to be fully prepared for the next phase of industry growth and innovation.
A recent global report by Parexel1 studying the trends impacting the clinical research labor force showed that biopharmaceutical leaders and frontline workers believe today’s workers still need to fully develop key skills to meet the changing demands of drug development. While adapting in some ways, including the globalization of trials, report findings show that the workforce is less equipped to address key areas, such as the use of artificial intelligence (AI), real-world data, niche therapeutic areas, and the greater complexity and design of trials.
What must drug sponsors and contract research organizations (CROs) do to best prepare and equip the workforce of today to drive change, meet these needs and create the workforce of tomorrow? Below, we uncover the trends outlined in our research as well as actionable steps that organizations can take to prepare their teams to address these evolving challenges.
New tools are crucial in enhancing the drug development process—87% of biopharmaceutical leaders surveyed believe more innovative approaches and tools are needed to execute trials. Electronic data capture systems, site monitoring tools, and patient engagement platforms stand out as some of the most impactful resources we have at our disposal today. At the same time, a significant rise in AI-powered tools is transforming how we support study design and streamlining processes by enabling sponsors to design trials with greater speed and efficiency, all while tapping into existing clinical trial data seamlessly.
However, the use of these new technologies will continue to remain inconsistent if the current workforce isn’t provided with the necessary training to use these tools optimally. Our research found that 51% of biopharmaceutical leaders see AI experts as one of the top three roles they need to fill in the next three to five years and that there is a critical need to continue to prepare and train today’s workforce to harness the power of AI.
When reviewing the findings from the report, my colleague Amy Kissam-Sands, president of operational excellence, delivery and, innovation at Parexel, said we can expect drug developers to continue to rapidly adopt even more of these technologies: “Looking ahead, AI, real-world evidence, remote monitoring, and risk-based monitoring will continue to be in demand. With this, proper training is a must-have for sponsors and CROs to accelerate their work. By cultivating expertise, engaging workers to hone their therapeutic area knowledge and understanding and use of AI, we can run more effective and efficient trials.”
Similarly, senior leaders surveyed agree that the future workforce needs innovative approaches and tools to execute clinical trials. In fact, 82% of senior biopharmaceutical leaders believe there will be a growing need for cross-functional roles. These roles will require individuals supporting clinical trials to not only be proficient with technology but also to proactively use these tools to enable their roles.
In today's rapidly evolving landscape of drug development, we're witnessing a shift in how outsourcing models are being deployed, driven by an ever-increasing demand for innovation. As sponsors adapt to these changes, models like full-service outsourcing (FSO), functional service provider (FSP), and hybrid approaches are becoming pivotal, each bringing their own strengths in terms of agility, scalability, and cost-effectiveness.
Interestingly, while all three models continue to be used in drug development, our findings show that larger biopharmaceutical companies are leveraging a blend of FSO, FSP, and hybrid models, and smaller and mid-sized companies are gravitating more towards FSO and hybrid solutions. This strategic use of models is particularly pronounced in highly complex trials, where FSP is proving to be an important driver of innovation, efficiency and success.
In the coming years, industry leaders surveyed are anticipating a gradual shift towards hybrid. This approach offers the comprehensive services and efficiency of FSO combined with the flexibility and talent management capabilities of FSP. This trend appears to be a global one, with a notable shift towards hybrid models in the Asia-Pacific region compared to Europe, as companies strive to meet their clinical trial objectives efficiently.
Training programs concentrated on data science and technology adoption are essential elements for attracting and retaining the best talent. Our analysis shows that people want to work for companies who invest in these opportunities for growth, understanding the vital importance of keeping pace with new modalities and technologies that are constantly emerging.
While many organizations focus on online training to facilitate learning, most industry leaders in our survey believe more in-person effort is needed to upskill staff, opting for on-the-job, hands-on experiences, workshops and seminars, and formal coaching programs. Further, leaders emphasize the importance of cultivating talent through ongoing mentorship programs, which can provide clear growth paths while fostering connections and collaboration across team members of all levels, ultimately, driving innovation and productivity. This aligns with the perspectives of frontline workers, as 29% of those surveyed said that clearly defined career paths were the most important aspect for them to thrive in their roles.
As we navigate the shifting dynamics of drug development, one constant remains: the need to equip our workforce with the skills necessary to drive our industry forward. Optimizing clinical research isn't just about strategy, it requires dedicated time, resources, and expertise throughout the entire drug development continuum. With outsourcing playing a pivotal role, CROs are uniquely positioned to spearhead this effort, working closely with biopharmaceutical companies. Through investment in workforce development and training, CROs can bridge existing capability gaps and foster the skills and knowledge essential to meet the evolving demands of the biopharmaceutical industry.
It's not enough to simply observe these changes. We must actively collaborate across the industry to shape the future. By developing and supporting the people and teams who will define the future of medicine, we're paving the way for groundbreaking advancements that will ultimately benefit patients worldwide.
Keri Mattox, Chief Business Officer, Parexel
1“Optimizing the clinical research workforce: An industry analysis by Parexel” draws from an extensive quantitative and qualitative survey of more than 500 senior leaders and frontline workers across pharmaceutical, biotech and CROs in the United States, Europe and Asia Pacific. The research was conducted by Parexel and launched on May 15, 2025.
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