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BPP Business School

Coursework Cover Sheet
Please use this document as the cover sheet of for the 1st page of your

assessment. Please complete the below table – the grey columns

Module Name Emerging Technology

Programme Name
Student Reference
Number
(SRN)
Assessment Title

Please complete the yellow sections in the below declaration:

Declaration of Original Work:

I hereby declare that I have read and understood BPP’s regulations on plagiarism and that this is my
original work, researched, undertaken, completed and submitted in accordance with the requirements of
BPP School of Business and Technology.

Student Reference Number: Date:

By submitting this coursework, you agree to all rules and regulations of BPP regarding
assessments and awards for programmes.

Please note that by submitting this assessment you are declaring that you are fit to
sit thisassessment.

BPP University reserves the right to use all submitted work for educational purposes and
may request that work be published for a wider audience.

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Table of Contents
Task 1: Analysing and Evaluating Emerging Technologies ........................................................... 3

1.1 Overview of GlaxoSmithKline (GSK).................................................................................. 3

1.2 Emerging Technologies Reshaping the Healthcare Industry ................................................ 5

Task 2: Deployment of Emerging Technologies ............................................................................ 6

2.1 Emerging Technologies for GSK.......................................................................................... 6

2.2 Potential impact on various business operational areas ........................................................ 9

Task 3: Data Privacy, Security and Strategic Planning ................................................................ 10

3.1 Risks concerning implementation of emerging Technologies ............................................ 10

3.2 Risk Management Plan ....................................................................................................... 11

3.3 Strategic plan for future growth .......................................................................................... 13

References ..................................................................................................................................... 14

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Task 1: Analysing and Evaluating Emerging Technologies

1.1 Overview of GlaxoSmithKline (GSK)
Company Size and Global Presence
GlaxoSmithKline is a premier healthcare company with an annualized turnover of GBP 30.3
billion for 2023 (Gsk, 2023). It has over 69,000 employees worldwide and is one of the world’s
foremost manufacturing entities in pharmaceuticals and vaccines. The organisation is present in
more than 80 countries and has become central to global health with a huge portfolio of products
and an innovative culture in research and development (Gsk, (2022).

Figure 1: Key performance indicators

(Source: Gsk, 2023)

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Primary Products and Services

GSK has an extremely broad and extensive portfolio of products with a focus on vaccines and
medicines. As recently as 2023, there were more than 20 vaccines and 16 new medicines under
development (Gsk, 2024).
Vision and Mission
The main aim is to have a positive effect on the health of 2.5 billion people by the end of the
decade which resonates with the commitment to collaborative innovation in healthcare (Gsk,
2024). This strategic focus continues to move GSK ahead in the fields of immunology and
genetics, in addition to advanced therapeutics, toward addressing unmet medical needs.

Figure 2: Research and Development Approach

(Source: Gsk, 2024)
Research and Development (R&D)
One of the critical elements underpinning GSK’s strategy is its substantial investment in R&D,
which will reach about £6.2 billion in 2023 (Gsk, 2024). The majority of these have been focused
on core pipeline assets like oncology and respiratory diseases in which GSK is leveraging leading-
edge technologies to make a difference for patients. Such a robust pipeline includes many first-in-
class drugs, thus considerably repositioning GSK for market leadership over the coming years.
Market Leadership and Innovation
GSK’s market presence is further enhanced by its capacity and agility to respond quickly to
changes occurring at a rapid pace in the market environment and technology. The company has
built a strong track record for solid financial performance, long-term commitment to innovation,
and a foundation that has positioned it as one of the leaders in the healthcare industry (Gsk, 2023).

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1.2 Emerging Technologies Reshaping the Healthcare Industry

The health sector is currently undergoing a technological revolution with technologies such as
artificial intelligence, blockchain, and digital therapeutics.
Artificial Intelligence and Machine Learning: AI is estimated to provide $684.88 billion worth
of savings annually to the healthcare sector by 2033 through better diagnostics, personalized
treatments, and optimization of drug discovery.

Figure 3: AI in Healthcare Market

(Source: Pawar, 2024)
Through collaborating with AI, GSK can reduce the drug discovery timeline and drastically reduce
R&D costs. AI data processing and analysis from clinical trials and real-world evidence can raise
the prediction accuracy of the efficacy and safety of drugs.

Figure 4: Blockchain technology in healthcare

(Source: Grandviewresearch, 2024)

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Blockchain Technology: The potential for blockchain technology in healthcare is huge, with the
global market forecast for a CAGR increase of 63.3% between 2024 to 2030 (Grandviewresearch,
2024). GSK will be able to improve the supply chain in terms of traceability and transparency,
which will diminish the counterfeiting of drugs and ensure conformance with regulators through
blockchain.
Digital Therapeutics: The outlook for the digital therapeutics market is expected to rise at a CAGR
of around US$10.09bn from 2021 to 2029 (Statista, 2024). Opportunities for further growth exist
for GSK in the digital therapeutics market through the integration of therapeutics into product
offerings, particularly in chronic disease management. For GSK, this integration may also open
new revenue streams with collaboration from healthcare providers and payers capitalizing on the
change toward value-based care models.
Task 2: Deployment of Emerging Technologies
2.1 Emerging Technologies for GSK
The three emerging technologies that GSK could adopt intelligently to maintain a leading edge are
AI-driven drug discovery, blockchain technology to drive supply chain management, and digital
therapeutics.
Drug Discovery based on AI-Driven
Drug discovery based on AI holds the potential to be the new frontier in the pharmaceutical
industry. This technology is estimated to save the pharmaceutical industry approximately $28
billion annually by the year 2027 followed by enhanced application around 23 billion by 2033
(Gupta and Heshmat, 2023).

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Figure 5: AI in the pharmaceutical industry

(Source: Zhou, 2024)
It uses enormous datasets and complex algorithms to find the predictions of the effectiveness of
drug compounds, the identification of potential new drugs, and optimization of clinical trials. At
the moment, the average time to develop a new drug takes about 12 years and may cost anywhere
between $2.6 billion to $2.9 billion (Krishnamurthy, 2023). It can reduce this time to 5 years,
dropping as much as 70% of development costs.
Potential Adoption Strategies
GSK has already begun to explore AI’s potential through partnerships, among them the one with
Exscientia, a firm that applies artificial intelligence to drug discovery. That alliance brought forth,
in just 12 months, a brand-new drug candidate for chronic obstructive pulmonary disease, a feat
that, under normal circumstances, takes four to five years (Rogerson, 2017). Expanding
partnerships like this one, increasing AI more deeply into its R&D processes step by step, will help
GSK continue to accelerate drug discovery and diversify the drug portfolio toward addressing
unmet medical needs more rapidly than its competitors. As such, the global AI in the drug
discovery market is forecasted to grow at a 40.8% CAGR during 2020-2027, indicating the huge
potential for GSK to capture value from this technology (Marketsandmarkets, 2024).
Blockchain for Supply Chain Management
Blockchain technology has found its place in the pharmaceutical industry. This solution is
increasingly being sought to solve the growing problem of counterfeit drugs accounting for almost
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10% of the global pharmaceutical market at present and causing an estimated US$200 billion in
losses annually (Ofori-Parku, 2022). According to one report, the global cost of fake drugs will
surpass $290 billion by the year 2024, which underlines greater reasons for the urge to find secure
supply chain solutions. Blockchain can reduce these risks by 80-90% with increased transparency,
traceability, and security in the supply chain (Deloitte, 2024).
Potential Adoption Strategies
GSK will be setting up a blockchain-based platform across all its supply chain networks, starting
with high-risk regions where the incidence of counterfeit drugs is at its highest. Such a
decentralized ledger system by blockchain would have GSK track the lifecycle of its products right
from production to distribution, hence ensuring that only authentic products reach consumers.
Moreover, blockchain can make regulatory compliance easier and less time-consuming, hence
reducing auditing time and cost by up to 50% (Javaid et al. 2022). It’s projected that the blockchain
globally in the healthcare market will increase by around $5 billion by 2025 at a CAGR of 64.4%
(Bisresearch, 2024). Early adoption could prove vital for GSK since first movers on blockchain
technology build extraordinary competitive advantages concerning operational risk reduction and
related supply chain efficiency.
Digital Therapeutics
DTx is considered one of the fastest-growing segments in the healthcare industry. The segment is
forecasted to rise at a CAGR of 24.1% from 2020 to 2028, pegging the market at $13.1 billion by
2030 (Grandviewresearch, 2024).

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Figure 6: Digital Therapeutics market size

(Source: Grandviewresearch, 2024)
Digital therapeutics implies software-driven and, to a large extent, combinatorial interventions that
aim to treat, manage, or even prevent a plethora of diseases. These technologies could help trim
$46 billion of the annual cost of health care spent today by facilitating the management of chronic
diseases and patient adherence to treatment plans more effectively (Dang et al. 2020).
Potential Adoption Strategies
The integration of digital therapeutics into GSK’s portfolio of chronic diseases, notably asthma,
diabetes, and respiratory disease, would be a real win for the company in terms of improving
patient outcomes and engagement (Patel and Butte, 2020). For instance, GSK’s patented
innovative digital platforms would be able to monitor the health status of patients in real time and
offer customized treatment plans and medication adherence reminders. Digital therapeutics raise
the patient following-through rate to 90% from the current 50% for chronic conditions (Mckinsey,
2023). This rise in adherence will likely increase better outcomes, lower hospitalization rates,
reduce healthcare costs and higher demand for GSK pharmaceuticals. The subscription-based
revenue model for digital therapeutics would afford GSK a new steady income stream, diversifying
further its revenue base and reducing its dependency on traditional drug sales.
2.2 Potential impact on various business operational areas
AI-Driven Drug Discovery

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GSK’s embedding of AI into its drug-discovery processes could an increase in potential output of
as much as 70% in the new drugs to market, according to industry estimates (Gsk, 2024). This
would mean GSK would be able to speed these new drugs to market - that is, with less cost - while
giving them a lead on competitors in modernizing the company to become one of the leaders in
precision medicine. By reducing the time and cost of developing a drug, AI approaches may allow
GSK to invest more resourcing in finding new therapeutic areas.
Blockchain for Supply Chain Management
GSK can hence adopt blockchain technology in its supply chain to drastically reduce the
possibilities of spurious drugs entering the market. This would thus save millions in lost revenues
and legal battles (Uddin et al. 2021). Apart from providing security in their supply chains,
blockchain can bring an improvement in operational productivity at GSK by smoothing out
regulatory compliance, thereby reducing time and resources spent on audits (Gsk, 2024). It would,
therefore, help GSK to focus more on innovation and less on administration, which would drive
growth in business. Increased traceability offered by blockchain technology may be applied to help
raise GSK’s recall management for supply chain disruption.
Digital Therapeutics
The adoption of the technology would make digital therapeutics part of GSK’s product portfolio
and change the way GSK cares for patients, shifting from a product-centric to a holistic and patient-
centred business model (Gsk, 2024). It would bring improvements in patient satisfaction and health
outcomes with increased brand loyalty and long-term revenue growth, but it would also open
opportunities for a wider reach across different therapy areas. This is an area for GSK to
differentiate which includes embedding the pharma solution within a digital monitoring system
(Dang et al. 2020). This personalizes interventions in order to compete for an enlarged fraction of
the chronic disease management market.
Task 3: Data Privacy, Security and Strategic Planning
3.1 Risks concerning implementation of emerging Technologies
Concerns related to data breach
Data privacy-related issues are the most common risks in AI and digital therapeutics. The success
of such technologies depends on very large volumes of sensitive data related to patients. Healthcare
data is arguably considered even more valuable, making it a considerable target for cybercriminals.
The average cost of a healthcare data breach soared to $10.93 million in 2023 versus 2022, an

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increase of 53.3% in the past three years (Greenlee, 2023). Furthermore, mismanagement of GSK
related to the information of patients may lead to loss of compliance with certain regulation laws.
This includes the EU’s GDPR and the US HIPAA Act, both of which come with heavy fines and
penalties.
Bias in AI Algorithms
Another very important risk is related to bias in AI algorithms, where AI artefacts may inherit or
even exacerbate biases in data sets fed into AI algorithms (Scatiggio, 2020). In medicine, this may
lead to disparities in treatment outcomes, i.e. different demographic groups receiving less
favourable treatment based on the decisions of biased algorithms.
Challenges of Blockchain Technology
While blockchain has been advocated and promised for all the above reasons, including security
and transparency, it also comes with significant challenges. The major one among them is
scalability, as this technology is not yet able to process high volumes of transactions efficiently
(Attaran, 2022).
Cybersecurity Threats in Digital Therapeutics
Digital therapeutics software products intended for the management, prevention, treatment, or
rehabilitation of a disease establish all-new possibilities for cybersecurity vulnerabilities. These
platforms deal directly with the patient and hold sensitive health information, making them the
best target for hackers. If that kind of attack was successful, it could compromise patient safety
and disrupt treatment regimens, causing great financial and reputational damage to GSK (Gsk,
2023).
3.2 Risk Management Plan
Application of the COSO Framework
A framework that would enable the successful management of risks involved in the
implementation of emerging technologies by GlaxoSmithKline (GSK) is the COSO Committee of
Sponsoring Organizations that deals with the Treadway Commission Enterprise Risk Management
Framework (Claypole, 2021).

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Figure 7: The COSO ERM framework

(Source: Claypole, 2021)
Identification of Risks
The COSO framework is meant for the earlier stages of risk identification. For GSK, this means
spotting the risks related to AI, blockchain, and digital therapeutics privacy issues, prejudice in
algorithms, scalability issues with the blockchain solution, and, among others, cybersecurity issues
(Udegbe et al. 2024).
Activities Control and Ways of Risk Response
After the identification and assessment of risk, the organization should undertake control activities
regarding mitigation. For GSK, this translates to the establishment of adequate data governance
policies, undertaking frequent AI audits, and investment in state-of-the-art cybersecurity (Wylde
et al. 2022).
Monitoring and Continuous Improvement
Ongoing monitoring and continuous improvement are also elements emphasized by the COSO
framework. GSK needs to establish key risk indicators and, from time to time, review the
efficiency of the risk management strategies in place for mitigation and the controls in place.

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3.3 Strategic plan for future growth

The strategic implementation of emerging technology at GSK, the model developed by Kaplan
and Norton, the Balanced Scorecard, will be applied (Hügle and Grek, 2023). This model provides
an integrated approach to strategy execution in four perspectives. This includes financial,
customer, internal processes, and learning and growth.
Financial Perspective
There should be explicit goals from a financial perspective related to cost management, revenue
growth, and return on investment from new technologies. For instance, GSK could target specific
savings it would garner through an improvement in efficiencies derived from AI or target revenues
through new digital therapeutic products (Vora et al. 2023).
Customer Perspective
The customer perspective emphasizes how the strategic plan should be linked to the needs and
offerings of the patient (Brommels, 2020). GSK should have instead focused on how AI,
blockchain, and digital therapeutics will help deliver better outcomes to the patients and improve
the reach of treatment by including trust with secure and transparent data handling and dealing
with them.
Internal Process Perspective
The BSC model encourages organizations to optimize internal processes to support strategic
objectives (Hügle and Grek, 2023). GSK’s plan should therefore include details of how such
emerging technologies could make operations more efficient, for example, using AI to accelerate
drug discovery or Blockchain to ensure greater transparency in supply chains.
Learning and Growth Perspective
Lastly, the learning followed by growth perspective focuses on the requirement for continuous
improvement and capacity building (Mlambo et al. 2021). GSK needs to invest in upscaling its
workforce so that its employees are able to efficiently utilize new technologies. Similarly, a culture
of innovation through strategic partnerships and training ongoing programs is very much required
to have a competitive advantage and long-term growth.

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Greenlee, M., (2023) ‘Cost of a data breach 2023: Healthcare industry impacts’, Available at:
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Statista, (2024) ‘Digital Therapeutics – Worldwide’, Available at:

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