Exploring the Role of Big Data Analytics and Dynamic Capabilities in ESG Programs within Pharmaceuticals

In the European pharmaceutical sector, Big Data Analytics (BDA) systems and Environmental, Social, and Governance (ESG) programs are still emerging areas, lagging in substantial progress. Despite the recognition of the importance of both BDA and ESG programs across various industries, their effective implementation remains limited within pharmaceuticals. This de�cit is particularly noticeable in managing complex variables such as employee skill sets, corporate goals, and managerial expectations. Drawing on Dynamic Capabilities (DC) theory and agile methodologies, this two-year research endeavor aims to create a BDA technology-based architecture to facilitate organizational management of ESG criteria. It focuses on enhancing data provenance, traceability, and availability while ensuring e�cient, evolutionary ESG management. A multi-case study was conducted involving �ve pharmaceutical companies’ headquarters located in Germany, Portugal, and Switzerland. In addition to addressing key ESG considerations and challenges relating to policies and operational BDA technology, these organizations engaged the same consulting �rm to execute their BDA systems. Overall, this study aims to identify the primary characteristics of companies that implement BDA systems effectively. It emphasizes not only technological components but also human behavioral factors and individual DC. The �ndings from the case studies demonstrate that the proposed BDA system is highly accurate and effective for ESG management. A further bene�t is that it meets the real-time requirements inherent in both BDA and ESG applications, which establishes its practical utility in both cases.


Introduction
The pharmaceutical industry attracts particular scrutiny, given its signi cant contribution to global greenhouse gas emissions.Its environmental impact is not con ned to emissions alone but extends to areas like Research and Development (R&D), supply chain mechanics, logistical operations, and responsible waste disposal.As the transition toward a low-carbon economy emerges as both a growth catalyst and a societal imperative, skepticism toward ESG-centric investments seems misaligned (Ambrosini et al., 2009).Furthermore, from a technological standpoint, Big Data Analytics (BDA) systems have become indispensable tools for data-driven decision-making processes, including those related to Environmental, Social, and Governance (ESG) initiatives (Barney, 1991; Barney et al., 2001)).However, the symbiotic relationship between BDA and ESG frameworks remains an underexplored research avenue, especially in the context of pharmaceuticals (Barreto, 2010).BDA platforms provide the capacity to sift through voluminous and intricate data repositories, offering actionable intelligence crucial for diverse pharmaceutical operations, from R&D initiatives to waste management procedures (Peteraf, 1993;Pesqueira et al., 2020).
The application of Individual Dynamic Capabilities (IDC), particularly when harnessed for ecological innovation, could potentially serve as a cornerstone for advancing sustainable healthcare performance from a resource-based perspective (Helfat & Peteraf, 2009).
BDA are globally pervasive and come with their set of challenges and opportunities.They integrate a wide array of data sources and complex analytical tools (Horbach et al., 2012).Additionally, they adapt well to various developmental methodologies, including agile approaches (Kemp & Pearson, 2007; Jacob Rodrigues, Postolache, Cercas, 2020).
Initiated at the end of 2021, this study examines ve pharmaceutical companies in Germany, Portugal, and Switzerland.It investigates how Dynamic Capabilities (DC) and agile frameworks, such as Scrum, can mitigate risks in technology implementation, including challenges like executive disengagement and knowledge gaps.The use of DC contributes to the development of robust ESG analytics that offer competitive advantages.
A notable nding is the irregular adoption of systematic software development methods among the participating rms.This inconsistency hindered the application of DC principles, vital for de ning the project scope.Nonetheless, agile methods proved bene cial in identifying key resources and capabilities, aiding in competitive advantage.
Agile and DC frameworks, although often underutilized in the pharmaceutical sector, offer signi cant potential, especially for high-impact, short-to-medium-term projects.They can notably affect various business aspects like pricing, market access, and supply chain quality.This two-year study aimed to create a BDA-based architecture to streamline ESG management.Emphasis is laid on improving data traceability, provenance, and availability.The study also considers pharmaceutical companies' commitment to meaningful action, compliance, and transparent data-sharing as pivotal to the ESG program.
The multi-case study involved rms from Germany, Portugal, and Switzerland, highlighting the COVID-19 pandemic's impact on universal healthcare access.All companies employed the same consultancy for BDA implementation, providing a consistent basis for resource allocation and cost-bene t analysis in ESG programs.
To conclude, this review seeks to ll an existing academic void by focusing on the interplay between BDA systems and ESG initiatives within the European pharmaceutical industry, particularly examining agile methodologies and DC.

Context
This research focused on the deployment of BDA frameworks in ve European-based multinational pharmaceutical companies.The research speci cally addressed the synergy between BDA and ESG programs.Employing Agile techniques along with the DC framework, this multi-case study illuminates the signi cance of BDA in enhancing ESG program effectiveness and decision-making processes.
The research spanned a period of two years -August 2021 -August 2023 -and aimed to develop an architecture infused with BDA aimed at systematically managing ESG criteria.Data accountability, traceability, and accessibility are essential elements for evolutionarily effective management of ESG concerns, as outlined in the study.
Was examined the ESG-related practices and challenges of participating companies, located in Germany, Portugal, and Switzerland, as well as their operationalization of BDA technologies.Notably, each of these rms collaborated with a singular consulting rm for BDA system deployment.The research additionally evaluated the utility of data visualization dashboards in optimizing resource distribution and enhancing the cost-effectiveness of ESG initiatives.
The investigation scrutinized the e cacy of the DC framework and Agile methods, like Scrum, in mitigating various risks associated with technological implementation.These include challenges such as lack of executive engagement and existing knowledge de cits.The employment of DC emerged as an enabler for developing resilient ESG analytical tools, thereby providing competitive advantages.According to Fig. 1 there were two key areas and workstreams de ned in terms of executional and operational components.
Interestingly, the research observed an inconsistent approach towards systematic software development across the participating organizations, which proved to be a bottleneck in applying DC principles effectively for project scoping.Nonetheless, Agile practices proved instrumental in identifying essential resources and competencies, thereby enabling competitive positioning.
In an industry often slow to adopt Agile and DC frameworks, the ndings suggest these approaches hold untapped potential, especially for projects with substantial immediate to mid-term impacts.Such methodologies could have transformative effects on various business dimensions, including pricing strategies, market penetration, and supply chain e ciency (Bierbaum et al., 2012;Bouguerra et al., 2022).
Throughout the research venture the key objective to erect a BDA-enabled framework explicitly designed to re ne ESG program management was mainly achieved.Attention was centered on augmenting data accountability, traceability, and accessibility of all relevant ESG components.Furthermore, the study highlighted the involved companies' onus toward purposeful action, regulatory compliance, and transparent data dissemination as fundamental aspects of succeeding with their ESG commitments.

Scoping
This comprehensive multi-case analysis incorporates pharmaceutical companies from Germany, Portugal, and Switzerland, shedding light on the rami cations of the COVID-19 pandemic for universal healthcare accessibility.Notably, each enterprise engaged the same consulting rm for the deployment of BDA, thus creating a uniform foundation for resource distribution and cost-effectiveness in ESG initiatives.
The primary objective of this scholarly paper was to construct a practical framework centered on BDA and Big Data (BD) technologies.The aim was to assist these organizations in capably managing ESG business imperatives alongside intricate data requisites.This involved re ning control over data sources, provenance, traceability, availability, and the e cacy of data sets.The initiative's preliminary steps included the acquisition of intent data from an array of sources, speci cally tailored to ful ll ESG-related metrics and stipulations.A signi cant challenge encountered was the collection and processing of data from diverse organizational departments, such as manufacturing, supply chain management, and regulatory affairs.
Before commencing the case studies, an exhaustive list of functional, data, and business requirements was compiled and accordingly Fig. 2, where the key assessment areas are detailed.This was intended to furnish all participants with the initial clarity needed concerning the escalating demands for ESG reporting.Additionally, it sought to confront the challenges that key stakeholders face in aggregating pertinent information and assessing organizational capabilities in terms of the ESG metrics.
The broad spectrum of ESG considerations across the case studies included a range of ESG categories, akin to those commonly seen in global environmental reports.These embrace various facets, from materials and energy use to waste management and environmental compliance, but also the overall public ESG reporting areas, as Fig. 3 details.
Risk elements were further categorized into two distinct segments: risk exposure and risk preparedness.Enterprises highly susceptible to environmental risks could potentially improve their overall score by demonstrating well-crafted management plans for risk mitigation.Additionally, a reputational risk facet was incorporated, sourced from external organizations.
While some ESG topics like CO2 emissions were straightforward to quantify and universal in context, numerous environmental aspects were inherently qualitative, thus complicating standardization.For instance, biodiversity-related metrics presented contextual dependencies and lacked universally agreedupon reporting standards.Various evaluation metrics were adopted, such as biodiversity impact reduction, environmental restoration initiatives, and company-led biodiversity programs, with some ranked qualitatively from low to high based on their effectiveness.
By expanding on these critical dimensions, this case study aimed to offer a more exhaustive, nuanced exploration of the intricate interplay between BDA and ESG programs within the pharmaceutical sector.

Execution Phase
As the landscape of the ESG program grew and evolved, the role of the BDA system remained paramount.There were many lessons learned from the experiences of ve pharmaceutical companies that were implementing a BDA system with multiple dashboards that were connected.The project management activities were conducted in partnership with a consultancy rm specializing in project management.The primary focus of the project was the adoption and execution of an ESG program, based on an agile methodology and dynamic capability model.Based on the case study approach, the work captured the intricate details of these implementations.
The methodology employed was Scrum, supplemented by the Scaled Agile Framework (SAFe) to accommodate the needs of large development teams.This framework provided structured guidance for teams to align on strategy and execution, proving effective in integrating software development with organizational objectives.Importantly, DC were not merely a theoretical foundation but were operationalized into the managerial and executive layers of these organizations, rendering a seamless ow of activities, and enhancing leadership buy-in for the complete analytics execution of ESG programs.As a result, ESG analytics was viewed from a broader perspective, and best practices were implemented.
The result was signi cant improvements in performance and operational e ciency for organizations.DC were critical to this implementation.Divided into three stages: sensing, seizing, and reinforcement, these capabilities inform ESG programs at every step.In the sensing phase, the ve companies employed initial data governance principles to identify opportunities and threats in the ESG BDA scope.During the seizing phase, analytics systems aided in capturing these opportunities through actionable insights.
Finally, in the reinforcement phase, feedback loops were built to learn from implementation outcomes and make any necessary adjustments.
The agile principles had a symbiotic relationship with DC.While DC focused on the larger strategic adjustments that the organizations needed, agile principles allowed for micro-adjustments and rapid adaptability.Agile's tenet of continuous evolution was pivotal in adapting the BDA systems to meet the multi-faceted demands of ESG programs across the ve pharmaceutical companies.
It's noteworthy that any measure of environmental performance was especially concentrated on each company's impact on climate change, pollution, biodiversity, and the depletion of natural resources.These aspects were chosen with meticulous consideration.The pharmaceutical industry, by its nature, has an intimate relationship with health and well-being, which is directly and indirectly affected by environmental factors.In addition to their ecological impact, climate change and pollution also have extensive impacts on public health across local and regional populations.As a result, it was both prudent and ethical to incorporate these variables into ESG programs.
Ultimately, the symbiosis between agile principles and DC in the successful deployment of Big Data Analytics in the service of ESG objectives within the ve companies.It highlighted how agile methodologies like Scrum and frameworks such as SAFe can be combined with the nuanced understanding offered by the DC perspective to create a holistic, adaptive, and impactful ESG program.
The practical application of DC across different organizational hierarchies was a distinguishing feature of these case studies in the pharmaceutical sector.For instance, the deployment of the BDA system and dashboards wasn't solely a technical exercise; it involved cross-functional teams consisting of data scientists, ESG specialists, software developers, and business strategists.These teams held regular Scrum meetings, wherein they discussed analytics-driven insights and how these could shape the company's ESG initiatives.These insights owed through the SAFe framework, which enabled an alignment of strategies from team-level activities to overarching organizational objectives.
Executive management and senior leadership were not merely passive observers but actively engaged in the process, a scenario facilitated by the DC concept.The sensing phase, for example, involved senior executives in 'strategy rooms,' where real-time data visualizations helped them understand market dynamics and emerging ESG trends.Their active involvement demysti ed data analytics and led to more grounded and agile strategic decisions.Furthermore, executives were regularly part of 'Review Meetings' where seizing opportunities based on analytics was discussed.This executive-level involvement ensured that the activities were not just tactical but strategically aligned, expediting the seizing phase by providing resources and aligning organizational functions swiftly.The reinforcement phase involved joint post-implementation reviews with all teams and the leadership, focusing on learning and readjustment strategies.This approach also facilitates the development of individual-level DC, creating an organization-wide culture of agility and adaptability.
Interestingly, senior leadership also supported 'Innovation Labs' within the companies.These labs acted as small entrepreneurial units with the mandate to explore new ways of incorporating ESG goals into business models.Here, individual employees were encouraged to utilize DC to sense new opportunities or threats, seize them by developing pilot programs, and nally, reinforce them by scaling successful initiatives through agile methods.
Executive management was keen on personnel development that aligned with DC.Leadership development programs were customized to include modules on understanding and implementing DC.
Individual capabilities were honed through focused training sessions, where employees were taught how to effectively sense changes in their immediate work environment, seize emerging opportunities, and reinforce successful initiatives.Senior leaders often mentored these programs, re ecting their commitment to infusing the organization with DC at every level.This multi-tiered, integrated approach ensured that the DC was not con ned to strategic documents but were ingrained in the organizational culture.It highlighted how a comprehensive, aligned strategy involving all levels of an organization can lead to the successful implementation of complex systems, serving multifaceted ESG objectives.

Technology Components
The common technological infrastructure among the subject companies was marked by the integration of Microsoft technologies for data manipulation and storage, notably Azure, in tandem with data visualization solutions like Microsoft Power BI.To guarantee data reliability and integrity, Master Data Management (MDM) platforms, such as Informatica and Microsoft Azure, have been implemented.
Concerning data storage and manipulation, the selected technological solution was Azure, which incorporates both Azure Data Lake Storage and Azure Synapse Analytics for scalable and robust data warehousing.The real-time analytical capabilities offered by Azure Synapse Analytics are instrumental in dynamically harmonizing BDA strategies with the ESG goals.
Multiple factors contributed to the choice of Azure Data Lake Storage and Azure Synapse Analytics.One of the primary considerations was Azure Data Lake Storage's exceptional scalability features.Given the data-intensive nature of the pharmaceutical industry, spanning petabytes of data from clinical studies to patient histories scalability is indispensable for e cient data management.
Moreover, Azure Data Lake Storage aligns with regulatory compliance needs, such as the General Data Protection Regulation (GDPR).Its robust security framework, inclusive of encryption, access management, and auditing capabilities, ensures that sensitive ESG-related data remains secure and adheres to legal requisites (Randhawa, Wilden, Akaka, 2022).Furthermore, Azure Data Lake Storage accommodates diverse data formats, including but not limited to Parquet, JSON, and Avro.This exibility is particularly essential in the pharmaceutical industry, which handles a wide array of data types, from structured databases to unstructured medical imagery or textual documentation (Rashid, Ratten, 2021).
The platform also natively incorporates Azure analytics services, facilitating seamless analytics functions that empower organizations to make instantaneous, ESG-aligned decisions.
As for Azure Synapse Analytics, it not only offers real-time analytics but also merges big data and data warehousing capacities.This duality is pivotal for making time-sensitive decisions pertinent to ESG commitments, such as waste regulation or energy conservation initiatives.The serverless data exploration features of Synapse Studio grant analysts the ability to sift through data prior to fully integrating it into the storage framework.For ESG-focused data, preliminary examinations can yield invaluable perspectives on sustainability strategies.
Finally, Azure Synapse Analytics provides both on-demand and pre-allocated resources, thereby enabling cost-e cient operations.
Considering ESG programs frequently run on limited budgets, resource optimization was a critical asset.
By elaborating on these multifaceted technological components, the technology selected aimed to provide a comprehensive understanding of how a data-centric technological ecosystem can effectively serve the complex needs of ESG programs within the pharmaceutical scope (Rennings, 2000).

Data Integration, Transformation and Governance
Was discussed the utilization of Azure Synapse Analytics for data integration, highlighting its compatibility with various data sources, ranging from Customer Relationship Management (CRM) systems to social media platforms.This versatility enables a holistic analysis of ESG metrics, encapsulating social sentiment, nancial robustness, and operational in uences.
Furthermore, Azure Synapse Analytics offered advanced data transformation features, including data ows for cleaning, aggregating, enriching, and converting data.This functionality is particularly critical for ESG indicators, which often necessitate the collation of disparate data types under a singular analytical framework.
As for governance and compliance, Azure Synapse Analytics, in conjunction with Azure Data Lake Storage, exhibited exemplary governance capabilities.These include automated threat detection, vulnerability assessments, and data masking-features pivotal for safeguarding data within the heavily regulated sector.Thus, these technologies not only met the analytical and data storage requirements but also provided a forti ed, scalable, and secure framework conducive to the evolving demands of selected ESG program.
In the realm of data visualization, the selection of Microsoft Power BI proved instrumental.The platform was utilized to create intuitive dashboards, displaying real-time ESG metrics.
Customized Key Performance Indicators (KPIs) were developed for various stakeholders, offering actionable insights that track sustainability, social in uence, and governance protocols.A crucial element in the technology stack was Master Data Management (MDM), achieved through the integration of Informatica and Microsoft Azure.This ensured data quality and underpinned rigorous governance standards essential in a regulated landscape.
Technical implementation was another key consideration.Data from varied sources such as clinical trials, ESG reports, and patient records were ingested into Azure Data Lake Storage.Azure Data Factory facilitated Extract, Transform, Load (ETL) processes, ensuring data alignment with GDPR and other compliance frameworks.Subsequently, the processed data was transferred to Azure Synapse Analytics, enabling intricate queries essential for robust ESG analytics.Informatica's MDM functioned as an abstraction layer to guarantee data consistency and governance adherence.
The visual components were then populated within Power BI dashboards, offering a dynamic decisionmaking interface.Moreover, the agile methodology, coupled with DC, signi cantly in uenced the successful deployment of these technological solutions.Agile sprints fostered iterative development and deployment, with ESG experts providing continual feedback.DC enabled organizations to swiftly adjust to evolving ESG regulations and market trends, thereby keeping BDA systems both compliant and competitive.
The agile methodology presented a multitude of advantages, particularly in the ESG context.Firstly, its adaptive nature accommodated the volatile landscape of ESG metrics and regulations.Secondly, Scrum encouraged interdepartmental collaboration-a crucial element for informed decision-making in this ESG initiative.Thirdly, agile methods emphasized user-centric approaches, aligning ESG efforts with stakeholder expectations.
Moreover, Agile's continuous feedback loops permitted the project team to reassess and realign objectives, enhancing the e cacy of ESG initiatives.Transparency and accountability were also intrinsic bene ts, as agile frameworks often include mechanisms for tracking progress, which dovetails well with the transparency prerequisites inherent in ESG reporting.
Thus, was of the advantages was to elucidate the intricate technological and methodological con gurations best suited for implementing successful ESG program in the studied companies, with a special focus on leveraging individual DC for ecological innovation.

Dynamic Capabilities and Agile Principles
We delved into the pivotal role of Individual DC (IDC) in the adaptation and management of resources in line with evolving ESG demands (Butt, 2019;Tang, 2000).For instance, when faced with the need for increased computational power for novel ESG analyses, these capabilities facilitate the expedient redistribution of resources (Carrillo-Hermosilla et al., 2009).Furthermore, IDC serves as catalysts for organizational learning and ingenuity, factors that are indispensable in the continuously changing ESG environment (Cifuentes-Faura, 2022).These capabilities, ingrained with a 'learn and adapt' ethos, make it possible to effortlessly incorporate new metrics or Key Performance Indicators (KPIs) into existing operational frameworks (Tang, 2000).
In the intricate domain of pharmaceuticals, quick strategic shifts are essential for ensuring both sustainability and regulatory compliance (Eccles et al., 2014).Here, DC imparts the necessary strategic agility to execute these rapid adjustments effectively (Eisenhardt & Martin, 2000).Additionally, they embed risk anticipation and management features, particularly vital for ESG metrics closely linked to governance and overall risk management (Epstein et al., 2014).
Notably, the effective utilization of BDA in ESG programs, facilitated by DC, equipped the studied rms with a lasting competitive edge.This enabled them not only to adhere to regulations but also to surpass governance and sustainability initiatives (Gebhardt, et al.,2022).
The seamless integration of Agile methodology with DC offered the companies the agility, exibility, and foresight indispensable for maneuvering through the intricate, swiftly evolving landscape of ESG programs (Gebhardt, et al.,2022).These methodologies collectively furnished organizations with operational resilience and strategic agility, ensuring perpetual alignment with uctuating ESG standards and the varying expectations of stakeholders (Yu, et al., 2012).
Our multi-case analysis underscored the signi cance of a robustly executed BDA infrastructure for aligning corporate ambitions with ESG objectives.Technological solutions like Microsoft Azure and Power BI, when coupled with steadfast Master Data Management (MDM) systems such as Informatica, equipped the organizations with the essential toolset for leveraging data analytics in making informed ESG determinations.Importantly, the synergy between Agile and DC enhanced the adaptability and responsiveness of these analytical systems, thereby solidifying the indispensable role of BDA in the ESG strategies of all ve enterprises.Therefore, the companies were able to clarify how IDC for Ecological Innovation and BDA synergistically contribute to the effective implementation of ESG programs.
It also examined the transformative potential of Agile and Scrum methodologies in implementing BDA for ESG programs.The study focused on multiple perspectives, including managerial and executive contributions, as well as other organizational capabilities crucial to the implementation process.
In an era characterized by technological disruption and evolving societal norms, cognitive acumen among managerial personnel becomes paramount.Employees acted as critical agents of change, expected to identify external opportunities, and adapt to incessant alterations, especially in systems undergoing signi cant shifts (Yu, et al., 2012; Magistretti, Pham, Dell'Era, 2021).
The concept of DC referred to the aptitude of the organizations to assimilate, construct, and restructure both internal and external resources in response to rapid environmental changes.In these cases, employees across different hierarchies often exempli ed this by constantly innovating and adapting to new regulations and healthcare challenges almost on a daily basis (Teece, 2010;Teece, 2014).
The incorporation of contextual factors through digital health services provided an opportunity for rendering patient care that transcends conventional human interactions.Nonetheless, these technological advancements required speci c skill sets and organizational capabilities.While theoretical insights existed, the scaling of individual services for enduring digital health sustainability presented considerable challenges, especially in terms of training and communication (Kodama, 2018).DC possess intrinsic relevance to governance, speci cally in areas such as environmental sustainability and e cient vaccine distribution.They enable companies to implement changes that contribute to longterm sustainability initiatives and effective medication distribution.Amid global pandemics and environmental concerns, these capabilities are integral for fostering adaptability and exibility, thereby facilitating the quick development and deployment of emerging technologies (Magistretti, Pham, Dell'Era, 2021).
Leaders endowed with robust DC and allowing to augment organizational agility, adopting innovative strategies like 'green' supply chain practices and the use of renewable energy sources.The approach encouraged proactive strategies and collaboration with eco-friendly logistics providers, alongside investment in energy-e cient technologies.These capabilities enabled managers to foster a culture of sustainability while deploying data-driven ESG decision-making system.Despite a wealth of arguments supporting the role of DC, the study focused on their in uence within governance, particularly those related to environmental sustainability and supply chain management.However, they remained pivotal for performance metrics, particularly in the realms of environmental governance and sustainability.Amidst growing pressures for sustainability and corporate responsibility, the pharmaceutical industry stands at a critical juncture.BDA's role in ESG programs offered an innovative way to manage complexities and meet the expectations of various stakeholders (Nauclér & Enkvist, 2009).
In the deployment of ESG initiatives, Agile and Scrum methodologies have proven to be indispensable.Their frameworks offered speed and exibility, vital in a rapidly changing regulatory landscape.These methodologies also promoted collaboration and communication across diverse organizational units like supply chain and manufacturing, thereby facilitating effective decision-making.Additionally, they offered a robust framework for maintaining transparency and accountability through incremental progress tracking.Cost e ciency was achieved by breaking projects into smaller sprints, allowing for effective task prioritization and resource allocation.
These frameworks not only enabled companies to adhere to regulatory guidelines but also exceed stakeholder expectations, turning ESG compliance from a daunting task into a strategic advantage and as presented in the following table as a summary of the observations and collected insights (Table 1).The iterative, collaborative, and transparent nature of all selected companies stranded as the cornerstone for successful and sustainable ESG programs.
Thus, the adoption of Agile and Scrum methodologies furnished these companies with a nimble, effective management approach to ESG initiatives.This framework allowed them to remain ahead of regulations, surpass stakeholder expectations, and convert ESG compliance from a challenging endeavor into a strategic asset.

Dashboards
evolving landscape of the ve companies' eco-innovation, various factors derived into play, such as organizational culture, strategic outlook, performance metrics, and stakeholder engagement.This complexity demanded a holistic view that addressed not only organizational growth and nancial stability but also sustainability and social responsibility.
Global collaboration emerged as a vital element, particularly in addressing universal BDA connected challenges.One of the dashboard's key objectives was to establish a framework for the international supply chain activities, thereby enhancing global data information sharing capabilities.
Eco-innovation presented a paradigm shift in how businesses operate by integrating sustainability into their core functions, as Fig. 4.
The developed dashboards encouraged a comprehensive evaluation of the ecological, social, and economic impacts of business operations according to Fig. 5.
Several developed pages entailed the development and implementation of environmentally friendly data views, services, and processes aimed at minimizing resource depletion, reducing waste, and lowering operational costs also according to Fig. 6.
From a Resource-Based View (RBV), internal competencies were the linchpin for achieving a sustained competitive edge.Organizations focused on amplifying their unique internal resources and capabilities rather than solely relying on external market conditions.However, this necessitated agility in adapting to ever-changing market conditions and consumer preferences (Fig. 7).
Strategy execution transformed as pivotal, guided by RBV principles such as resource rarity and nonsubstitutability.The case studies revealed that companies can leverage a diverse range of resourcesfrom human capital to tangible assets like medical equipment and intangibles such as patents-to gain a market advantage.
In the broader spectrum of governance, striking a balance among diversity equity rates, sustainability, and adaptable governance frameworks was crucial (as Fig. 8).
Governance played a critical role in addressing challenges related to distribution and supply chain complexities.
Dashboards offered a viable solution for monitoring and reporting in this context as presented in Fig. 9.
Adherence to ESG norms was essential for effective l governance.It not only ensured accountability and transparency but also optimized resource allocation in Technological and Environmental Innovation (TEI).A strong BDA culture further reinforced ESG commitments and positively in uenced public health outcomes.
Environmental sustainability, especially in supply chain management, was a pressing concern.Mitigation strategies like eco-friendly transport, optimized distribution routes, and energy-e cient cold chain systems being indispensable follow-up measures.
Digital transformation was non-negotiable for businesses to stay competitive, serving as a key component of the project's scope.While sustainability initiatives resulted in short-term costs, their longterm bene ts, especially during unforeseen challenges, could not be overstated.
In conclusion, the effectiveness of dashboards and BDA in ensuring equitable distribution was indisputable.Yet, governance in the studied companies remained a pivotal force in achieving e cacy, sustainability, and minimal environmental impact.

Conclusions
In the context of this study, the implemented solution demonstrated exceptional precision in overseeing ESG initiatives via BDA systems.According to empirical ndings, this solution excelled in performance and effective management, exceeding the real-time requirements integral to BDA applications.
The research introduced a robust, secure, and scalable architectural model, ensuring seamless integration and operability.The study delved into the multifaceted aspects of BDA as applied to ESG programs in the pharmaceutical sector.It encompassed a broad spectrum of discussions-from essential skills required for effective data management to the intricacies of compliance protocols like the General Data Protection Regulation (GDPR).In addition, the study elaborated on the diverse array of data sources and types that are vital components of any successful ESG strategy.
By examining case studies from ve pharmaceutical rms, the research showcased the potency of Agile and Scrum frameworks in enhancing ESG initiatives.These real-world examples substantiated the transformative capabilities of coupling BDA with Agile methodologies-especially in accelerating project timelines, promoting transparency, and encouraging stakeholder participation.Furthermore, the adoption of cloud-based solutions, speci cally Microsoft Azure Data Lake Storage and Azure Synapse Analytics, underlined the bene ts of scalability and adaptability when managing extensive and intricate datasets.
A salient nding is the criticality of DC in executing a successful BDA strategy.This goes beyond technological advancements to include organizational resilience and adaptability; wherein Agile and Scrum methodologies play a pivotal role.
The discussion also brought to light the intricate issues surrounding data management, privacy, and security.This highlighted the unique challenges and sensitivities of handling patient data and meeting regulatory requirements, especially pertinent in a highly-regulated industry such as pharmaceuticals.
To summarize, the integration of BDA and ESG objectives within the pharmaceutical domain is a complex yet rewarding undertaking.It demands meticulous planning, cross-disciplinary cooperation, and agile methodologies for effective implementation.The discussion con rms that pharmaceutical organizations, armed with suitable technological and methodological tools, can pro ciently adapt to the ever-changing ESG landscape while creating value for all stakeholders involved.

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Table 1
Key collected insights and future recommendations.