In the previous five parts of this series, we examined the technological basis, the strategic flywheel, and the procedural architecture of modern life sciences IT. But technology does not exist in a vacuum. While we discuss S/4HANA migrations and clean core strategies, signs of a tectonic shift are gathering on the horizon.
Complementing the start of the series, as described in Part 1, 2026 is emerging as the moment when regulatory pressure, geopolitical realignment, and technological maturity will inevitably collide. According to Deloitte’s Global Life Sciences Outlook 2026, executives in Europe are optimistic about the future, but identify geopolitical instability as the top risk. Concerns have risen by 20% compared to the previous year. Those who have not yet recognized their IT transformation as a strategic asset will be crushed in the “sandwich trap” between the US and China.
The geopolitical reality: Europe under pressure
As Alexander Tarlatt points out in his analysis of global dynamics, the centers of power are shifting. The US is pushing for the relocation of critical production through protectionist incentives and massive investments, while China is acting with a scale and speed that is putting European players under enormous margin pressure.
The Handelsblatt aptly describes 2026 as a key year for the industry. We are experiencing a time when resilience is no longer an abstract buzzword, but a hard metric on the balance sheet.
The IT implication: In 2026, an ERP system can no longer be just a “system of record.” It must be transformed into a “system of intelligence.” When supply chains break down within hours due to geopolitical tensions, the SAP toolchain – in particular the integration of SAP IBP (Integrated Business Planning) and the Business Network – is the only tool that can maintain the ability to act through real-time scenario planning. A static ERP will be an existential risk in 2026.
EHDS: The European Health Data Space as a game changer
One factor in the digital roadmap that has often been underestimated is the European Health Data Space (EHDS). The EU’s goal is to create a single market for health data that will revolutionize both primary use (patient care) and secondary use (research). According to estimates by the European Commission, the EHDS could save up to €11 billion and increase growth in the digital health sector by 20-30%.
For life sciences companies, this means that access to real-world patient data will become more standardized, but also subject to stricter technological compliance hurdles. 2026 will be the year in which companies must prove that their systems are “EHDS-ready.”
This brings us full circle to our discussion about the SAP Business Technology Platform (BTP). To make meaningful use of EHDS data while maintaining GxP compliance, companies need an orchestration layer that guarantees data sovereignty, security, and interoperability . The toolchain we discussed in Part 5 provides exactly that foundation: a clean separation of regulatory core and innovative data services.
The regulatory pincer movement: EU AI Act and GxP
Parallel to the EHDS, the EU AI Act will come into full effect in August 2026. For the pharmaceutical and medtech industries, this poses a double challenge: AI applications must not only comply with strict GxP validation criteria (CSV), but also meet the new EU requirements for transparency and risk management for AI.
This brings us back to the core strategy of this blog series: Clean Core. Innovations in drug discovery or the automated documentation of clinical trials will be driven by AI in the future. However, if these algorithms operate on a “contaminated” database in an SAP system that has been modified over decades, validation (IQ/OQ/PQ) is virtually impossible. A recent report by Simon-Kucher also emphasizes that “human-in-the-loop AI” is becoming the standard in pricing and market access. Without a clean data structure in SAP BTP, these competitive advantages simply cannot be realized.
Economic pressure: M&A and efficiency as drivers
According to PwC US Deals Outlook 2026, the industry is facing a massive wave of patent expirations (loss of exclusivity, LOE). This will increase pressure on M&A activities to fill pipelines.
For IT, this means that carve-out and post-merger integration capabilities will become a core strategic competency. Those who need months to integrate an acquired company into their own SAP landscape lose valuable cash flow time. Our process architecture based on SAP best practices, described in Part 4, is not a “nice-to-have” here, but rather an enabler for rapid inorganic growth.
Conclusion: From flywheel to reality
We began this series with the question of what the life sciences industry of the future will look like. Using the flywheel model and the technological toolchain, we worked our way up to the strategic core, as described here in Part 3 and Part 4.
2026 is no longer a fictional date. It is the point of no return. The companies that are setting the course today for a modular, cloud-based, and data-driven SAP landscape will be the winners in 2026. They will be the ones who:
- Cushioning geopolitical shocks with resilient supply chains.
- Conduct research faster and leverage validated real-world evidence through EHDS integration.
- Scale AI applications in a legally compliant manner in accordance with the EU AI Act.
- Compensate for margin pressure through radical process automation and M&A agility.
Toolchain, described in Part 5, is the tool. Flywheel , described in Part 2, is the engine. But the fuel is the courage of decision-makers to no longer view digital transformation as an IT project, but as the central strategic program for securing global competitiveness. If you want to convert your SAP landscape, please contact adesso business consulting. We are here to support you!
