Jul 8, 2026
Beth Gaffey | Senior Account Manager, Social & Digital Communications, Precision AQ
Following the Pharma Social Media Conference 2026, one theme became clear:
AI, digital innovation and social media are no longer “future topics” for pharmaceutical companies, they are operational realities.
However, as AI itself dominates headlines, the most compelling discussions within our industry are focused on how to use these tools responsibly, effectively, and with real human input and value.
Across case studies and panel discussions, a consistent message became clear: the business problems and needs must come before the technology.
AI is not powerful because it exists. It is powerful when it solves a specific need- meaning without a clear link to real business challenges, there is a risk of investing in solutions that deliver limited impact.
This blog explores what that looks like in practice, drawing on key learnings from the Pharma Social Media conference 2026 to demonstrate how organisations can move from experimentation to meaningful, scalable impact.
How are we measuring impact?
A recurring theme was the importance of clarity. Many organisations are adopting AI without clearly defining success. If your KPIs are not clearly mapped to the problem faced by your teams, whether that’s improving insight quality, speed to market, or tackling misinformation, then AI is just another shiny tool.
Start by asking:
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What are we fixing?
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Who is this for?
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How will we know it worked?
In practice, the most mature strategies are focusing AI efforts on three areas:
1. Making content work harder, not creating more of it
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Using technology to help teams reuse, adapt and optimise existing content more quickly, rather than relying on AI to create brand new content from scratch.
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This reflects a broader shift towards more strategic, insight-led content ecosystems, where value is driven by relevance, and leveraging existing content rather than volume.
2. Understanding how people look for information today
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Recognising that healthcare professionals and patients are increasingly using smart search tools to find information, and adapting content so it can be easily found and understood in those environments.
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Organisations that align their content strategies with these evolving discovery behaviours are better positioned to connect with their audiences in meaningful ways.
3. Getting better insights without extra complexity
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Providing teams with accessible, visualised data through intuitive dashboards, reducing reliance on specialised technical skills or external support.
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This highlights the value of more integrated approaches to analytics and insights, enabling teams to make faster, more informed decisions.
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Even with improved access to data, people and process remain key barriers to adoption, making simplicity critical.
How to manage change?
One of the most honest reflections from the day was that technological confidence varies within organisations. Some teams thrive on experimentation whilst others feel overwhelmed and threatened by it.
Empathy, training and education are critical to adoption.
What matters is bringing everyone along, without fear or judgement.
Whilst regulation within our industry may be strict, there should still be space to experiment within a safe framework. As one speaker put it, there is real joy, and real learning, in playfulness.
In practice, organisations that succeed tend to balance clear governance with a culture that allows teams to explore and test new approaches with confidence.
How to cut through “AI slop”?
With the increase in AI-generated content, social platforms are becoming more crowded and harder to navigate. Cutting through this noise still relies on three fundamentals
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Speed
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Authenticity
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Relevance
Quick approval processes were repeatedly cited as key to giving companies a competitive advantage. When medical and legal review works efficiently, teams can respond to trends, misinformation and conversations while they are still relevant. Slow approval risks irrelevance.
Unpolished, authentic content consistently outperforms overly produced assets. Livestreaming is on the rise, offering immediacy and credibility in a landscape flooded with AI produced content.
Social media remains the only channel that truly gives brands an “ear to the ground” when it comes to misinformation, but only if they are present, listening and ready to act.
How to build a credible voice in a world of misinformation?
Influencer marketing spend is increasing with 78% growth in 2026 and continues to grow rapidly outside the pharmaceutical industry, but within regulated environments, adoption remains complex.
Digital opinion leader (DOL) and influencer campaigns are still perceived as risky, and many organisations are cautious about experimenting in this area.
The conference introduced the idea of the “trust paradox”: social media is where trust is built, challenged and importantly lost in real time. However, it is also where regulation feels most restrictive within our industry.
This tension is driving new engagement models, including:
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Closed professional communities
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Opt-in communication platforms
These approaches aim to balance compliance with meaningful engagement.
Can creativity ever be automated?
Despite common concerns, AI is not replacing creativity.
Instead, it enhances efficiency in areas such as insight validation, testing and optimisation.
Tools such as Neurons AI and Dragonfly AI enable rapid A/B testing and predictive analysis, providing creative teams with stronger inputs while preserving human-led ideation.
The objective is not to automate creativity, but to remove friction and increase effectiveness. The greatest value comes from using AI to support and strengthen creative decision-making, rather than replace human creativity.
Is good governance a competitive advantage for pharmaceutical companies?
Governance remains one of the most debated topics in AI adoption.
The adoption of AI tools has been staggeringly fast and has crept into our daily lives without us noticing. Within the workplace, this has created a unique situation:
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Some organisations have adopted tools without clear frameworks
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Some companies are terrified and have banned AI completely
The answer may lie in smarter governance, not more red tape. The companies who are adopting and scaling AI use well are optimising their strategies and processes to make the most of this everchanging world:
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Fewer approvers, clearer accountability
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AI governance led by subject-matter experts, not detached decision-makers
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Central oversight combined with local flexibility
Early investment in governance is proving critical for scaling AI effectively. Early investment in governance is proving critical for scaling AI effectively. Organisations that strike the right balance are not only managing risk more effectively, but also unlocking speed, consistency and impact.
A look ahead…
Whilst AI and social media continue to gather pace there are key predictions and considerations for the future:
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Face to face engagement remains valuable, for now
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A richer omnichannel ecosystem where digital, social and human touchpoints coexist enables companies to scale and optimize their processes using AI to gain a competitive advantage
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AI will play a role in future ways of working, but maybe not the starring one many expected
Ultimately, the conference highlighted that success in this space is less about technology and more about a fundamental shift in mindset. Technology moves fast but relevance moves faster and real transformation lies in how organisations think, move and trust their people.
*This blog was developed with the support from AI tools, with all content reviewed and validated by subject-matter experts. It reflects the growing intersection between human expertise and technological capability.
Ready to take the next step? Let’s do it together.
At Precision AQ, we understand social media. With 15 offices across the globe and deep international expertise, our strategies are built on inclusive thinking and industry insight. Get in touch to find out more about our successes in this area and how we can help advance your social media approach.
Contact Steeve.Lamontagne@precisionaq.com or visit precisionaq.com/pr-and-communications