When I first started my career as a physician, I thought of medicine in very straightforward terms. Patients present with symptoms, we investigate, diagnose, and treat. Science felt linear, and the impact of our work seemed immediate. As I moved into clinical research and then biotechnology, I realized that medicine is rarely linear. The journey from a scientific discovery in a lab to a therapy that changes patients’ lives is complex, nonlinear, and requires a completely different mindset. That mindset is what we call systems thinking.
Seeing the Bigger Picture
Systems thinking is about understanding how different parts of a complex system interact with each other. In medicine and biotech, the system is enormous. It includes basic research, preclinical studies, clinical trials, regulatory agencies, commercial strategy, and, most importantly, patients. Each component influences the others, and a change in one part of the system can have unintended effects elsewhere.
For example, a promising molecule in the lab may look perfect on paper. But when you move into human studies, unexpected safety signals or practical delivery challenges can emerge. Systems thinking forces us to anticipate these interactions early. It helps teams make better decisions because we are not just looking at isolated problems; we are looking at how every decision resonates across the system.
From the Bench to the Bedside
Translational medicine is the art and science of moving discoveries from the laboratory to patient care. It is inherently multidisciplinary. A breakthrough in immunology does not automatically translate into a therapy unless clinicians, researchers, regulatory experts, and business leaders work together. I have spent much of my career sitting at this intersection, trying to ensure that insights from the lab align with what is feasible, safe, and meaningful in the clinic.
One of the most important lessons I learned is that translational medicine is not just about speed. It is about alignment. A therapy might reach the clinic quickly, but if it is not designed with patient needs, regulatory expectations, and practical implementation in mind, it may fail. Systems thinking helps us keep all these elements in perspective, reducing risk and increasing the likelihood that innovation actually reaches the people who need it most.
The Role of Leadership
Bridging the lab, the clinic, and the boardroom requires more than technical knowledge. It requires leadership that can connect people across disciplines and encourage collaboration. In my roles at Genentech and Servier, I have often seen the challenges that arise when teams are siloed. Researchers might be unaware of operational limitations, clinicians may not fully understand the nuances of trial design, and executives might be focused solely on timelines or budgets.
A leader who embraces systems thinking works to bring these perspectives together. We create forums for discussion, foster mutual respect, and encourage curiosity. We ask questions like, “How will this decision impact the patient experience?” or “How might this regulatory approach affect downstream operations?” Those questions may seem simple, but they change the way teams think and act.
Learning From Failure
No discussion of translational medicine would be complete without acknowledging failure. Science is unpredictable, and even the most carefully planned programs encounter setbacks. Systems thinking helps us treat failures as opportunities to learn rather than just obstacles.
For example, in one trial I oversaw, a therapy that seemed promising in early studies did not meet its endpoints. It would have been easy to view this as a failure of the molecule alone. But by analyzing the system as a whole, we identified multiple contributing factors, including trial design, patient selection, and operational processes. This insight not only informed future studies but also strengthened the collaboration across teams.
Why Systems Thinking Matters to Patients
At the end of the day, all of this matters because of patients. Systems thinking ensures that we do not lose sight of the people who will ultimately use these therapies. It helps us ask the right questions early, consider risks carefully, and design interventions that have real-world impact.
I have always found that connecting the dots between scientific discovery and patient experience is the most rewarding part of my work. It is not enough for a therapy to work in a lab or in a small, controlled trial. We need to understand the entire system it enters, from patient adherence and safety monitoring to manufacturing and distribution. Thinking systemically ensures that our innovations truly improve lives.
Bridging Worlds
My career has been shaped by the need to navigate multiple worlds at once. The laboratory teaches patience and curiosity. The clinic teaches empathy and rigor. The boardroom teaches strategic thinking and resource management. Each environment has its own priorities, pressures, and language. Systems thinking is what allows us to translate across these worlds, to ensure that progress in one area supports progress in another.
I believe the future of medicine depends on our ability to connect these dots. By embracing translational medicine and systems thinking, we can transform discoveries into therapies that are safe, effective, and accessible. We can lead teams that are collaborative, resilient, and innovative. And most importantly, we can deliver outcomes that matter most: better health and better lives for patients.
Translational medicine is more than a career or a field. It is a mindset, a way of seeing the connections between science, people, and purpose. When we embrace that mindset, innovation is no longer just a goal. It becomes a responsibility we carry for every patient, every team member, and every discovery we touch.