Overview
Founded in 2012 by pharmaceutical executives and IT professionals, Vivanti leverages GenAI, automation, and advanced digital solutions to support life science companies in optimizing operations, enhancing workforce performance, reducing costs, and making data-driven decisions. The company operates with 100+ professionals and has completed 5000+ successful projects for 200+ medical brands across marketing, commercial excellence, medical affairs, R&D, and supply chain services.
In the news
- Pharma may be overestimating what training completion actually tells us. 🧠 Regulated organisations are very good at proving that people have received information. Completion rates, assessments and certifications give important assurance that required learning has taken place. They reveal much less about what happens when the situation is not obvious. In Pharmacovigilance, Regulatory, Medical, Quality and Manufacturing, some of the most important decisions happen when information is incomplete, priorities conflict or the correct
- The biggest risk in your 2027 transformation plan may come after go-live. 🚦Q4 is when many life-sciences organisations lock next year’s digital roadmap: new platforms, AI-enabled workflows, regulatory systems, data programmes and operational tools. Most business cases are very precise about implementation. Far fewer are equally precise about adoption. That matters when the value case assumes hundreds or thousands of people will change how they work. A system can be technically live while teams continue using the old process.
- How do you make HCP engagement more relevant when perfect data, fully connected systems and true one-to-one personalisation are still out of reach? 💡 Our Managing Director, Marina Hickson, explores that challenge in her new article, “The Missing Middle of Pharma Personalisation”, published in Pharma Focus America, Issue 08 – 2026. 📰 The article looks at the practical space between broad segmentation and hyper-personalisation - where pharma teams can use modular content, behavioural signals and evolving audience groups to learn
- Pharma rarely has enough evidence to prove why a campaign moved. It still has to decide what to do next. 🧭 Campaign teams work with partial signals. Engagement increases after a content change. That does not prove the content caused it. One market performs differently from another. The difference may relate to audience, timing, field activity, channel mix, external events or local execution. A dashboard can show the pattern. It cannot always establish the cause. That creates two poor responses: False confidence - treating
- One unresolved claim can quietly sit inside dozens of ‘on-track’ launch assets. 🧨 EMA’s CHMP recommended 12 new medicines for approval and eight indication extensions at its July meeting. For every company approaching a regulatory milestone, the visible launch plan will contain dozens of connected deliverables. The dependency risk described here is an operational observation from content and launch work: Training. Field materials. Web content. Emails. Medical education. Market Access resources. Local adaptations. Agency briefs.
- The field-readiness problem is not the first role-play. It is the 500th. 🎯 Human coaching and live role-play is highly valuable. They become harder to deliver consistently when a campaign crosses functions, markets, languages and hundreds of field colleagues. One facilitator focuses on product knowledge. Another places more weight on questioning technique. One market receives repeated practice. Another completes a single session before launch. A late message update reaches the content library quickly but takes weeks to reach
- Pharma can now produce content fragments faster than it can decide whether they should exist. 🧩 Modular content and automation promise faster localisation, greater reuse and less duplicated production. Those benefits are real. The operating model can still fail before the first module is created. A recurring local request may indicate a reusable need. It may also indicate that the global narrative is unclear. Repeated MLR revisions may reveal a missing approved source. They may reveal that teams are applying the source
- A shortage response can be agreed centrally and still fail in the last mile. 🚨 EMA’s July activity included a proposed harmonised classification of shortage root causes and a meeting of the Executive Steering Group on Shortages and Safety of Medicinal Products. The European Critical Medicines agenda is also increasing the focus on supply resilience, manufacturing capacity and dependency risk. Those developments strengthen the system-level response. The practical test comes when changed decisions have to reach every team
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