Markus Schümmelfeder has dedicated over ten years to helping Boehringer Ingelheim tap into the power of digital and data. He joined the company in February 2014 as corporate vice-president of IT and became CIO in April 2018.
“It felt like a natural progression,” he shares. “As a CIO, you gain insights into what’s possible. When the opportunity arose, it was clear—digitization was just beginning, and I spotted many possibilities on the horizon.”
Taking on the CIO role allowed Schümmelfeder to reshape the IT department from a mere service provider to a true enabler of the business. “Integrating IT into the company was my primary goal,” he remarks. With Boehringer’s 54,000 employees now leveraging data like never before, Schümmelfeder sees his vision unfolding. “Everyone understands now how essential technology is for smooth operations. We’re working closely together to create remarkable outcomes.”
Establishing this vision has been one of Schümmelfeder’s biggest achievements. He recalls presenting his ideas to the board, emphasizing the necessity of a data-driven approach for future success. “About five years ago, I laid out a plan. Everyone recognized how crucial data has become since then.”
Transforming Boehringer into a data-centric organization has faced challenges. Schümmelfeder didn’t just want to generate reports; he aimed to teach the entire organization how to leverage information effectively. Key to his strategy has been standardization. “Ten years back, we had nearly 5,000 systems. Now, we’ve cut that down to under 1,000—a reduction of 80% that speaks volumes about our progress.”
This standardization laid the groundwork for a platform-based approach to digitization. Instead of piecemeal solutions, the focus shifted to utilizing cloud-based services, enabling quick responses to emerging business needs. Schümmelfeder cites tools like AWS, Microsoft Azure, and various consolidated platforms as critical to creating flexible and scalable IT resources. “You can set up cloud environments in minutes. Fast deployment is what we aim for, so everyone can deliver solutions quickly without reinventing the wheel each time.”
Recently, Boehringer unveiled its One Medicine Platform, built on the Veeva Development Cloud. This unified system streamlines product development by integrating data and processes. Schümmelfeder points out how this technology is vital. “Before, we struggled with over 50 disconnected tools. Now we can connect data across different functions seamlessly, which speeds up trial processes and helps us deliver new medicines faster.”
He notes that faster execution in clinical trials has been essential to keep pace with competitors. “Choosing Veeva was a strategic decision; it’s a robust technology that aligns with our vision of a cohesive platform.”
Beyond traditional data applications, Schümmelfeder is exploring innovative technologies like AI. His team has launched Apollo, which offers employees access to 40 different large language models for various use cases. Schümmelfeder explains, “Instead of creating our own models, we use existing technology that evolves rapidly. This approach lets our staff dive into data-driven research across key areas.”
He highlights three innovative AI initiatives: Genomic Lens helps uncover new disease mechanisms, algorithms improve clinical trial participant selection, and Smart Process Development boosts efficiency in biopharmaceutical manufacturing.
Schümmelfeder is also enthusiastic about the potential of quantum computing. He believes Boehringer possesses one of Europe’s leading quantum teams, despite recognizing that some might view their early investment as premature. “It’s crucial to engage with this technology now. We’re aiming to make significant breakthroughs that will influence our industry’s future. Understanding quantum capabilities today can pave the way for impactful innovations down the line.”
While not yet delving into true quantum research, Boehringer is forging partnerships with tech leaders, such as Google Research, laying the groundwork for upcoming advancements in areas like product toxicity. “Though we’re at the beginning stages, we’re committed to investing in this space, anticipating real use cases will emerge by the end of the decade.”
Looking forward, Schümmelfeder envisions a data-centric organization, emphasizing that the right technology is already in place. “We’ve done the heavy lifting, standardizing and harmonizing. Now, the focus shifts to where we can be most effective in R&D, medicine, and ultimately improving patients’ lives.”
Creating a culture that maximizes digitization is his next goal. He’s aware that it will require evolving skills across the organization. “It’s not just about having a few experts; we need many employees capable of leveraging data effectively,” he insists. Strong integration between IT and the business side is vital to drive success.
Schümmelfeder emphasizes the importance of the Data X Academy, developed in conjunction with Capgemini. This in-house data science training initiative has already trained 4,000 employees, with plans to reach 15,000 within two years. “It’s about empowering our teams to meet challenges head-on,” he explains. “We aim to ask the right questions and create impactful use cases that showcase what is possible. Together with the business, we can drive meaningful change.”
