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Med Res

Precision Revolution: CRISPR, AI and the Future of Biotechnology and Pharmaceuticals

drug

Written by : Oswald Yap Tingzhe on Digilah (Student Research)

My Bio

I am a 2nd year student at Nanyang Technological University. The inspiration for this research article is the rapid and advanced development of AI and CRISPR technology in the medical field. AI’s rapid data analysis transforms drug development, while CRISPR precision revolutionizes genetic modification. Together, these two incredible technologies result in groundbreaking developments, shaping the future of healthcare with innovative treatments and personalized medicine.

Read my article below:

Section 1: CRISPR Technology

CRISPR technology is derived from bacterial immune systems to facilitate precise gene modification. It is made up of short repetitive DNA sequences that contain “spacer” sequences, which contain viral genetic information.

By utilizing Cas9 enzyme as molecular scissors, RNA molecules can guide CRISPR to target and edits specific genes precisely. With this capability, scientists can introduce new genes or modify existing sequences accurately.

CRISPR has a profound impact on treating genetic disease, because it can modify faulty genes that are responsible for these hereditary conditions. Therefore, CRISPR can treat diseases that cannot be treated through therapeutic interventions.

This makes CRISPR a revolutionary tool in the pursuit of precise and effective treatments for many genetic diseases. This is due to its precision, versatility, and transformative impact.

A group of scientists from China has demonstrated that CRISPR can eliminate or inactivate carcinogenic viral infection (cancers are caused by gene mutations). They have proven that CRISPR can treat cancer when it is applied to human viruses, such as hepatitis B virus and HPV16.

For example, HPV16 and HPV18 viruses can induce cervical cancers by Papillomavirus E6 and E7 viral proteins. Bacterial CRISPR/Cas RNA guided endonuclease can be reprogrammed to HPV-transformed cells to knockout (delete) E6 and E7 genes.

One of the clinical challenges faced is the off-target effects even though CRISPR can edit and modify gene precisely. Many researchers have reported that the CRISPR-Cas9 technology cause gene modification in other undesired genomic loci. As a result, this will reduce the efficacy of gene modification.

To reduce the off-target effects of CRISPR-Cas9, a scientist from Harvard university has modified the Cas9 protein to enhance the recognition of target DNA. Hence, it can improve the on-target specificity and efficiency of CRISPR-Cas9 technology.

Section 2: AI accelerates drug development

The advanced algorithms of artificial intelligence (AI) can revolutionize the development of drug by analyzing extensive dataset with speed and accuracy. 

These algorithms can identify potential drug candidates more efficiently than traditional methods. Due to its ability to identify intricate pattern and relationships within the extensive and diverse data, it can lead to more informed decision-making.

The complex algorithm in AI can also reduce the time and resources required for early-stage research. Hence, this innovative application of AI marks a paradigm shift, creating the hope of streamlining drug discovery to bring novel and effective treatments to patients more swiftly.

AI has emerged as a possible solution to the problems caused by chemical space of atoms in the pharmaceutical industry. 

The AI algorithms have been increased in computer-aided drug design (CADD) due to the development of technologies and high-performance computer.

The two most common methods of CADD are structure-based drug design and ligand-based drug design. The structure-based drug design analyzes the three-dimensional of proteins, while the ligand-based CADD uses the information of studied active and inactive molecules.

Machine learning computational algorithms, such as support vector machine (SVM), has ensured to improve the activity of bioactive components. 

The combined methods of both deep-learning and machine-learning has increased the ability, strength, and standard of the evolved products.

In the field of orthopedics, the large amount of data with the inclusion of ML has helped orthopedic surgeons in many aspects of the application. 

For example, the advances in this field to assess the impact on the musculoskeletal system of human beings. This is done to provide value-based healthcare and serving the patients in a better manner.

Section 3: Synergy of CRISPR and AI

The integration of CRISPR and AI has led to a new era of unprecedented advancements in the development of drug discovery. 

As a result, many critical challenges can be addressed. There will be more novel solutions and the pace of scientific breakthroughs will be accelerated.

The synergy of CRISPR and AI potential drug targets to be identified rapidly in the process of drug discovery and the assessment of their therapeutic viability. 

It would be impossible for human researchers to decipher the massive genomic information. AI algorithms make it possible due to its ability to analyze vast data sets, identifying patterns and relationships.

Furthermore, AI has an important role in optimizing the process of predicting the outcomes of genetic editing in CRISPR experiments. 

This is because the algorithms can anticipate the effects of specific gene edits after studying the previous CRISPR data. In this way, it can learn from past experiments.

The ability of AI to predict results in experiments not only speeds up the experiment, but also reduce risks to increase accuracy. Therefore, the synergy of CRISPR and AI can revolutionize the landscape of biotechnology.

For example, machine-learning (ML) models are trained using existing datasets and can be used to predict the on/off-target effects of the testing datasets (genomic information). 

The current ML models are based on regression-based methods, classification-based methods, and ensemble-based methods.

The advanced ML models enable deep-learning (DL) methods to be applied in the CRISPR-Cas9 system. The models in CIRSPR-Cas9 system consists of multiple layers of interconnected compute units.

The algorithm takes the encoded gRNA-DNA sequence in length 23 in the matrix as input. The convolution layer applies various filters of different sizes to the input matrix.

The next layer performs batch normalization to the output of convolution layer to boost learning and prevent over-fitting.

The last layer (pooling layer) further filters the normalized data from the previous layer. The output of this layer is then passed through multiple layers of deep learning neural network.

The last layer of this network passes the result to the stop layer that will predict whether the input is off-target or on-target.

Conclusion

In conclusion, the combination of CRISPR and AI has led to a revolutionary era in biotechnology. The coupling of the precision of CRISPR in genetic modification and AI in drug development has resulted in a groundbreaking development in drug discovery.

This showcases the transformative potential of this dynamic collaboration.

References:

https://sci-hub.se/https://doi.org/10.1093/bfgp/elaa001

https://link.springer.com/article/10.1007/s11030-021-10217-3

https://www.sciencedirect.com/topics/pharmacology-toxicology-and-pharmaceutical-science/computer-aided-drug-design

https://link.springer.com/article/10.1186/s12967-022-03765-1#Sec14

https://www.sciencedirect.com/science/article/pii/B9780323911726000200?ref=pdf_download&fr=RR-2&rr=8464441bdb385ffa

Most asked questions

Can AI be more efficient than traditional methods in predicting diseases?

How AI can be used to decipher DNA?

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Fin Tech

The Fintech awakening

fintech

Written by Ramma Shivkumaron on Digilah (Tech Thought Leadership).

This is the age of innovations and agility, and when we mention these disciplines, how can the mention of Fintech, unicorns, and entrepreneurs be far behind?

A Fintech is a young company that has developed a unique business idea, aims to make an instant impact, and take over the market.

The Pandemic and Arising Fintech Opportunities

The pandemic drastically pivoted the focus of many entrepreneurs to solving pandemic-driven existing and future problems of the industry. Many Fintech realized the hidden prospects behind the pandemic-related challenges.

How the small businesses across sectors were crippled due to restricting CoVID-safety policies. For example, Gusto, a small-business payroll provider, “has been working around the clock to help small businesses get loans via the Paycheck Protection Program.

Most financial technology innovations have led to a single goal in the banking sector – better service value. How? FinTech innovations have a basic infrastructure of creating value for targeted users.
For example, a mobile payment gateway gives value to online traders. Digital banking provides ease to the value chain of open banking services.

A report by the Economist shows that FinTech is fast making banks more customer-centered in their business model. Banks now have more insight into more information through Big Data and Artificial Intelligence.

Also, FinTech tends to focus on a specific financial process, which opposes traditional banks’ strategy of hooking customers to its entire ecosystem. This method helps them build trust with their customers. In fact, 90% of FinTech believe that customer experience is a priority.

Take Revolut, a FinTech company that focuses on customers’ needs at all levels, grew from 150 thousand customers in 2017 to more than 8 million customers. According to Ron Olivera, Revolut plans to expand its product in the US in 2022 by taking customers from legacy banks.

A payment and service provider, Klarna, is another customer-centric FinTech company disrupting finance with its marketing strategy. They recently launched a “Consumer Council” program for consumers to share their experience of using the product. 

By listening to consumers, FinTech has understood consumers’ wants and needs.

Fintech is a foundational force that will continue to transform the financial landscape over the years. As per the E&Y survey, Asia is the biggest consumer of fintech, and The USA is the biggest producer. 

FinTech’s are mainly built to escape the poverty trap in a society that used to be mostly cash-based. It is to revolutionize money and the credit industry as well.

Some of the trends prevailing globally:

-The latter half of 2023, the market may face challenges, but Fintech are predicted to receive funding and attention.

-Fintech funding, particularly in payment, insurtech, and wealth tech sectors, may increase as the market stabilizes.

-Improved market conditions may also lead to more M&A activity as investors seek out promising opportunities.

Conclusion:

It is important to dream, have the ambition and vision to set the bar high to enter a whole new world of Fintech that will drive strengths, and diversity and intensify the economy of the country.

Most searched questions

How does fintech helps in customer services?

What is the role of big data and artificial intelligence in fintech?

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Digi Tech

Transforming Asia-Pacific: Sealing the future with 5G

5G

Editorial Leadership pickup by Digilah on Digilah (Tech Thought Leadership).

In a pivotal move toward Asia Pacific’s digital evolution, the GSMA, in collaboration with the Malaysia Digital Economy Corporation (MDEC), inaugurated the GSMA DXAF’s Digital Transformation Leaders’ CxO Summit in Kuala Lumpur in November, 2023.

As the region hurtles towards a digital apex, the summit aimed to assemble luminaries from government corridors and tech sectors to deliberate on the pivotal technological strides required for Malaysia’s and, by extension, Asia Pacific’s digital metamorphosis over the coming decade.

Projections unveil a staggering contribution of nearly one trillion dollars (approximately $990 billion) to the Asia Pacific economy by 2030, primarily propelled by digital transformation advancements and the pervasive adoption of mobile services. The GSMA’s recently released Mobile Economy APAC 2023 Report forecasts around 1.4 billion 5G connections in the region by the decade’s end, constituting a significant 41% of total mobile connections.

Malaysia, standing as a digital powerhouse in Southeast Asia, was chosen to host this year’s summit due to its prominent role in digital infrastructure, services, applications, and platforms within a burgeoning digital ecosystem.

At the core of the deliberation was a dedicated exploration of “Intelligent Digital Transformation in the 5G Era.” Key focal points include propelling digital transformation in Malaysia and extracting value from, and monetizing, 5G. Discussions will delve into commercial strategies, technological innovations, and industry policies aimed at expediting comprehensive intelligent digital transformation in the 5G era.

Keynote speakers, including Malaysia’s Honourable Minister of Communications and Digital, Mr. Ahmad Fahmi Mohamed Fadzil, and CEO of Malaysia Digital Economy Corporation, Ts. Mahadhir Aziz will steer discussions around opportunities and challenges in this digital voyage.

Ts. Mahadhir Aziz, CEO of MDEC, emphasized MDEC’s commitment to catalysing Malaysia’s digital economy, fostering innovation, growth, and sustainable development. This collaboration with GDIN aims to propel Malaysia into a future characterized by cutting-edge advancements and limitless digital potential.

In a bid to translate discussions into actionable strategies, the summit aligned with the themes explored in the GSMA’s latest report, ‘Digital societies in Asia Pacific: Harnessing emerging technologies to advance digital nations.’ This report outlines the roadmap for governments in the region, including Malaysia, to integrate digital technologies into every facet of the economy, marking a significant stride towards becoming truly “digital nations.”

This transformative event marks a crucial milestone in reshaping Asia-Pacific’s digital landscape, signifying a collaborative endeavour between GSMA and the Malaysian Government towards a digitally connected and resilient future.

Source: PR Newswire

Most searched questions

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How will 5G help the economy of the Asia-Pacific?

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HR Tech

Why Agile Leaders Need to Be Master Strategists and Three Ways to Get Started

Written by Chuen Chuen Yeo on Digilah (Tech Thought Leadership)

This article originally appeared as a Council Post on Forbes here.

Albert Einstein is often credited with saying, “If I had an hour to solve a problem, I’d spend 55 minutes thinking about the problem and five minutes thinking about solutions.”

For leaders today, that five minutes packs in even more activities — communicate and create buy-in from key players, then assemble a capable team that will implement the actions decisively and effectively. In a bid to save time, some leaders jump straight to action without fully understanding the context, but a weak, flimsy, poorly constructed solution based on lopsided facts and warped logic almost never goes down well.

From technology disruption to climate change issues to the unwelcome COVID-19 crisis, leaders are now faced with a monumental task of transforming even more complex systems. And the clock is ticking.

If business leadership is a mathematical problem, the rules of engagement have changed. Corporate executives need to embark on a journey to re-understand business challenges and formulate solutions that can work in this new normal. And they must do so with agility.

Businesses require a strategy — a leadership strategy that secures a ready supply of capable leaders — should they wish to survive these tumultuous times. Armed with the right skills, capabilities and mindsets, these agile leaders can ensure that both the short- and long-term business needs are met.

The task of navigating complexities is one that all leaders need to undertake, and it requires people who can handle the cognitive complexity and draw on multiple frames of reference or intelligence at the same time as part of systems leadership.

The Traits of a Master Strategist

In my work as an executive coach, I often support leaders in becoming master strategists by challenging their thinking so they may formulate the best solutions (or assemble a team to do so), communicate with charisma and implement to perfection. We seldom arrive at well-designed solutions unless there is thorough contextual understanding, deep subject-matter-expertise, and clarity of thought. Over the years, I have observed that some corporate professionals do better than others in this area.

These are the traits that I have found are common among those who can call themselves “master strategists”:

1. They ask questions that elevate the quality of discussions and thinking.

2. Key stakeholders often welcome their opinions.

3. They are great storytellers, able to engage and inspire a wide range of audiences, draw them in and involve them in a compelling vision.

Some ask if strategic thinkers are born or developed. Everyone sits somewhere on the spectrum of strategic thinking so instead of asking “Do I have it?” leaders would benefit more if they instead ask, “How do I get better at it?” To remain low on the spectrum of strategic thinking is unthinkable. A leader may have excellent communication skills and the resolve to follow through with bold actions, but the lack of substance — strategy — can be their downfall.

How To Become A Master Strategist?

Here’s the good news: With deliberate and consistent actions, leaders can quickly level up their cognitive abilities and be well on their way to becoming master strategists. Here are three actions that can help you.

1. Incorporate structured reflection into your daily routine.

In his book Sometimes You Win—Sometimes You Learn, leadership guru Dr. John C. Maxwell wrote, “Experience isn’t the best teacher, evaluated experience is.”

There are many learnings leaders can glean from daily experiences, but not having the discipline for regular reflection can mean you will miss them. Structured reflection helps you maximize your learning and experience, be it through daily readings, observations, or interactions. Reflecting in a structured way helps you analyse facts and processes and translate them into future hypotheses and actions. Reflection is a very powerful tool for continuous improvement. I recommend Kolb’s Learning Cycle and Gibb’s Reflective Cycle for this purpose. Both are very easy to implement and offer robust frameworks.

2. Think unconventionally, not automatically.

Thinking is such an automatic process that we often take it for granted. When we ask someone to think, what do we really mean? Given the world has changed so much and things we learn in formal education are often obsolete even before we graduate, we need to unlearn, relearn, and repeat.

Fortunately, there are many powerful thinking frameworks out there. You can tap into visible thinking routines or thinking frameworks to understand problems thoroughly. Paul’s Wheel of Reasoning is a useful critical thinking framework that I have seen work wonders for my clients many times.

3. Understand the needs of others.

Master strategists are great storytellers. In every compelling vision, there’s a part that everyone can play — they can see themselves in your story, hence the strong commitment. The question master strategists must address when communicating with others is, “What’s in it for me? Why should I care about this?”

You could begin by examining your audiences’ motivation, love language, mental models, strengths and more. Keep a lookout for what is important to them, and you will find a way to create the best story that onboards others.

The world as we know it now is different. The speed of digitalization has increased in the last few months in this new world created by the pandemic. As a leader, you must stay persistently curious and keep stretching your mind to learn, unlearn and relearn so that you may create the best master strategy.

For more articles on agile leadership click here – ACESENCE

Categories
HR Tech

“Failure”, Innovation and Leadership

Written by Thakur Ajay on Digilah (Tech Thought Leadership)

Fear of Failure is a roadblock to success

Failure is an inevitable part of life, but SMART people know how to make it work for them. One of the biggest roadblocks to success is the fear of failure. Fear of failure is worse than failure itself because it stops you to a life of unrealised potential.

A successful response to failure is all you need.

When testing a new technology often founders and leaders fear failure. 

DON’T fear failure

How can you avoid failure?

-Start Small

-Focus on the journey

-Educate yourself

-Trust yourself

-Ask for help

-Never be afraid of being called

Last but not the least keep referring to the below famous quotes by these legendry innovators and leaders and keep moving ahead:

A great leader is always aware of his ego. Because he believes in the words of Lao Tzu (a great Chinese philosopher) “knowing others is wisdom but knowing yourself is enlightenment”

He knows that the moment he gets aware of his ego he loses 99% of his enemies.

A great leader knows that his arrogance will be his downfall. A great leader knows that Socrates (father of the western philosophy) was right when he said

“The only true wisdom is in knowing that you know nothing”

A great leader knows that to be a great leader he must be a great listener. He knows that ability to listen with patience is a superpower. He knows that one should never listen to reply but always listen to understand. 

A great leader is a great follower. He believes in the wise words of Mark Twain (father of American Literature)

“When I was a boy of 14, my father was so ignorant I could hardly stand to have the old man around. But when I got to be 21, I was astonished at how much the old man had learned in 7 years”

A great leader respects everyone equally as he believes in the wise words of Albert Einstein (father of Modern Physics)

“I speak and respect everyone in the same way, whether he is the garbage man or the president of the University”

A great leader knows that Ideas are nothing and execution is everything. A great leader has a great vision. He knows that leadership is all about translating vision into reality. A great leader always promotes creativity and innovation because he believes in the words of Steve Jobs (founder of apple)

“Innovation is what distinguishes between a leader and a follower”

A great leader knows that his megalomania, narcissism and unscrupulous nature would be his downfall. A great leader believes in the words of Aristotle (father of political science)

“The more you know, the more you know you don’t know”

A great leader believes in constant learning because he knows that once you stop learning, you start dying. A great leader believes in Change as he believes in the Wise words of Winston Churchill (ex-Prime Minister of Great Britain)

“To improve is to change, to be perfect is to change often”

A Great Leader knows that mistakes are inevitable, failure is inevitable. He knows that only dead people can avoid making mistakes. He knows that insanity is doing the same thing over and over again and expecting different results.

A great leader never makes the same mistake twice and he knows that success is nothing but one’s ability to tolerate failure.

A great leader is a man of morals, values and ethics and he believes in the wise words of Warren Buffet (the most successful Investor of all time)

“It takes 20 years to build a reputation and 5 minutes to ruin it. If you think about that you will do things differently.”

A great leader believes in simplicity and patience. He knows that nature doesn’t hurry and yet everything is accomplished.

As he believes in the wise words of Sir Isaac Newton (father of physics)

“Truth is ever to be found in simplicity and nature is pleased with simplicity and nature is no dummy”

A great leader doesn’t find faults or defects he is more interested in finding solutions.

Cheers 🥂

Categories
HR Tech

Leadership in a digital world

Written by Holly Carmichael on Digilah (Tech Thought Leadership)

The future success and effectiveness of leaders and senior executives will depend on how well they respond to the increasingly important role of digitisation through their business models. Regardless of the sector or size of their organisations, leaders must place technology, not as a function of the business, but right at the heart of it.  

This is a topic we discuss frequently within Criticaleye’s global membership Community of leaders and, encouragingly, almost all have digital transformation high on the agenda.

The relationship between digitisation and sustainability is also top of mind for C-suite executives. The pandemic may have been the tipping point for many on ESG(Environment, Social and Governance) issues, but senior teams are now seeing a convergence between digitial innovation and the focus on creating organisations which are sustainable and responding to climate change.  

Digitisation is revolutionising the business landscape, but what does this mean for the capabilities and leadership styles of executives at the top of organisations? One thing is clear, senior executives have had to adapt quickly. Leading innovation and digital transformation requires flexibility, agile thinking and a mindset that is open to learning from others.

Digital capability

Speed of change is forcing a lot to happen all at once. Technology is now integrated across the whole business. It is not a separate function anymore, such as where the responsibility for ‘technology’ was typically siloed.

The question often arises about the need for technology expertise at the top table. Of course, having an experienced CTO or digital evangelist is important, but building a top team which really understands what new technology can do and will bring to the organisation and customers should be the focus. Our Members generally agree that leaders need to empower teams and technology experts across the organisation, as well as playing a key role in how digital transformation is organised and communicated.

Internally, the use of digital solutions to facilitate remote-team management, ensure wellness, and improve productivity is getting to be an increasingly important agenda item. This is not just to do with automation. It’s about the ability to have real-time data which makes a huge difference when employees are going through uncertainty and rapid change.

Leading digital organisations

The past two years have demonstrated what is possible when organisations are forced to make big decisions quickly. Along with more strategic challenges, such as pivoting business models, leaders have had to revisit their softer skills and ask themselves whether they have a leadership style that is fit for the future. Leaders need to be creative and work differently.

When it comes to technology adoption, these new leadership skills are also coming to the fore. Previously considered ‘soft skills’, we’ve seen a lot more focus from leaders on developing their capabilities in this area. Now more than ever, senior executives need the ability to be open, authentic, agile, collaborative and innovative.

Few executives have emerged from the last two years unchanged. It’s clear that some have acclimatised to the new world – and adapted their own styles accordingly – but they are going to be tested harder, their leadership skills will be under greater scrutiny, so they should take time to reflect on their approach.

Categories
HR Tech

Modern Learner & the Organisation

Written by Anupama Lal on Digilah (Tech Thought Leadership)

The emerging context –

Employees certainly consider learning to be an integral part of the value proposition organisations can offer. They want to build portable skills that will be useful for them, not only in the flow of work currently, but which will also add to their profile for future opportunities. They want employers to be secure in the knowledge that investments made in their skill development will benefit the organization here and now and an another organization later. At the same time, they want learning to be a social experience – fun and engaging.

Employers also want to quickly and effectively upskill and reskill their workforce to meet the requirements of this VUCA world. They want to be able to assess current skills levels and build a capability map for skills required in the future, given how quickly skills are becoming obsolete.

Readiness gap –

Are organisations ready to tackle these emerging trends? More than 50% organisations believe their learning approach is not positioned to meet future work needs. Scrap learning (the gap between training that is delivered but not applied on the job) ranges from 45% to 80%. Learner engagement scores continue to pose a challenge – infact with the pandemic, learner engagement using virtual platforms has seen mixed responses – while it has helped build scale, it has not been the best way to nurture skills.

The role of technology –

Technology is a key enabler in helping create an agile and adaptable learning experience.  In the past, deploying learning technology meant setting up an LMS. Now, most organizations have a bouquet of technologies that include next generations, Learning Management Systems (LMS), Learning Experience Platforms (LXP), Learning Content Management Systems (LCMs), Learning Record Systems (LRS), microlearning platforms, simulation tools, and more. The pandemic accelerated action with more than 45% companies making investments in new learning technology.

However, organisations need to be cautious of what they invest in and why? Often, investments are made in the new and shiny in demand products and platforms, but little thought is given to how these platforms will interact with one another to create a seamless experience for learners and all other stakeholders. Research suggests that many organisations are still shy in making the right investments in learning technology or under use the platforms that have been bought e.g. about one third learners say their learning system can curate content and just under half say the system provides opportunities for coaching and mentoring. Further, organisations and learning teams do not have mechanisms to source learning data that will help understand skill gaps and map future needs of the organisation.

What next –

To address the emerging needs of learners and organisations, it is time to get effective in bringing technology, data, and brain science together to ensure the learning eco-system is well-integrated while keeping learners at the center. These are what are called ‘Adaptive Learning Systems’. Using AI, learning products and platforms should be talking to one another and creating a personalized learning road map for each learner. Taking a leaf out of modern-day marketing and consumer behaviour patterns, learning teams and systems should be immersed in data on how learners are behaving, what do they like and learn. It is important that the system speaks to the learner directly, links them to others who are learning about similar topics. The future of skill development is anchored in studying the learner closely and helping them create a personalized approach to career development. This can happen only with the right technology investments and keeping learners and stakeholders at the center to collaborate with one another.