ASHP Midyear 2025: Key Takeaways from the Premier Biotech Conference in Las Vegas

1. The First Dimension: Biotech Conference 2025 – Macro Narrative and Its Uniqueness (The Context)

 1.1 Why 2025? — The Pharmaceutical Industry’s “De-bubbling” and “Redefinition”

 1.1.1 Post-AI Hype Era: Shifting from 2023-2024 AI Anxiety to 2025’s “AI Clinical Standard of Care”

 I’m sure our fellow pharmacists can relate—from 2023 to 2024, AI was absolutely everywhere. Every forum, expo, and biotech conference was hyping how “AI will revolutionize pharmacy” and “AI will replace pharmacists.” It was genuinely anxiety-inducing back then—we couldn’t tell if this wave was genuine opportunity or mere hype, or if our jobs would truly be taken over by machines. I recall a department meeting in 2024 specifically discussing “With AI here, what remains the core value of pharmacists?”—and we never reached a conclusion. Many hospitals jumped on the bandwagon with AI projects, like deploying “AI medication consultation robots.” These ended up sitting unused in outpatient lobbies, becoming mere “showpiece” exhibits that never integrated into daily clinical work.

 But by 2025, the hype bubble had gradually deflated. AI was no longer a “distant concept” but had become the “standard configuration” for pharmacy services. To put it plainly, when we talk about AI now, it’s no longer about “whether to use it,” but rather “how to use it more smoothly and compliantly.” Take prescription review, for instance. Previously, pharmacists manually checked hundreds of prescriptions daily, straining their eyes and risking missed drug interactions. Now, AI systems can automatically screen prescriptions and even provide personalized alerts based on patients’ genetic data and medical history. Last month, during an exchange visit to a neighboring hospital, I saw their AI system linking patient liver and kidney function metrics. For instance, it automatically flags patients with elevated liver enzymes, suggesting adjustments to lipid-lowering medication doses—something manual reviewers would almost certainly miss. More crucially, this workflow has become the industry standard—no longer a proprietary technique of any single hospital—and is gradually being adopted even by primary care facilities.

 The table below offers a visual comparison of changes over the past two years:

Phase	Core Mindset	AI Application Features	Actual Value
2023-2024 (AI Hype Phase)	Anxiety and confusion, trend-following experimentation	Conceptual and fragmented, often demonstration projects (e.g., neglected chatbots)	Low value, often limited to “proof-of-concept” without integration into daily workflows
2025 (AI Clinical Standardization Phase)	Rational application, optimization and iteration	Process-integrated, compliant, becoming standard tools (e.g., prescription reviews linked to liver/kidney metrics)	Highly integrated into core scenarios like prescription review and medication guidance, enhancing efficiency and safety

 1.1.2 Critical Point in Health Economics: How hospital pharmacy departments can transition from “cost centers” to “revenue preservation centers” amid stricter PBM (Pharmacy Benefit Management) reviews

 Some colleagues may be unfamiliar with PBMs—essentially “Pharmacy Benefit Management organizations.” Their scrutiny of hospital prescribing practices is intensifying: they now examine not only whether prescribed drugs meet insurance coverage criteria, but also whether more cost-effective alternatives exist and if treatment regimens are appropriate. Even a single unit error in dosage can trigger reimbursement denial for minor non-compliance, leaving hospitals to absorb the financial loss. I know a director of pharmacy at a top-tier hospital who complained to me last month that just in Q3, PBMs denied payments totaling over a hundred thousand yuan due to medication non-compliance.

 In the past, our pharmacy department was always seen as the “cost center” within the hospital—responsible for procuring drugs, purchasing equipment, and maintaining pharmacists. Whenever the hospital director mentioned us in meetings, it was always about “the pharmacy department needing to control costs.” But by 2025, things changed. Under the pressure of PBM reviews, our pharmacy department has become the key to “saving the hospital money and protecting its revenue.” For instance, through prescription streamlining, we discontinued unnecessary or duplicated medications. Last month alone, our department helped an elderly patient stop taking two redundant blood pressure medications, reducing their risk of hypotension while saving the hospital nearly 300 yuan monthly in drug costs. Another example is optimizing specialty drug workflows. Our hospital has a dedicated “Specialty Drug Payment Guidance Position” where pharmacists proactively coordinate with patients and PBMs to ensure every specialty prescription meets payment requirements. Over the past six months, the specialty drug denial rate has dropped from 12% to 3%, effectively preserving hundreds of thousands of dollars in hospital revenue.

 Let’s compare the core differences between the two approaches in a table for clarity:

Positioning Type	Core Focus	Daily Action Direction	Core KPI
Cost Center (Historical)	Control drug procurement costs	Negotiate lower prices, reduce inventory (e.g., prioritize low-cost drugs)	Year-over-year decrease in drug procurement expenditure
Revenue Preservation Center (2025)	Enhancing medication compliance and optimizing therapeutic outcomes	Prescription review, prescription streamlining, specialty drug payment guidance (e.g., establishing dedicated guidance positions)	Reduced medical insurance claim denial rates and medication-related complications

 1.1.3 The Las Vegas Metaphor: In this city of uncertainty (gambling), exploring how pharmacy provides certainty (safety and efficacy) to healthcare systems

 Choosing Las Vegas for this conference carries profound significance. We all know Las Vegas is the “gambling capital.” Walking its streets, casinos and slot machines are everywhere—its core essence is “uncertainty.” You never know what the next card will be; winning or losing depends entirely on luck. Even the hotel corridors are deliberately dimly lit to blur one’s sense of time. Yet in healthcare, especially pharmacy, “uncertainty” is the greatest taboo. Every pill a patient takes, every infusion administered, must guarantee safety and efficacy. Even a one-in-ten-thousand error could lead to catastrophic consequences—this is the absolute baseline of the healthcare system.

 At the opening ceremony, an expert from the American Pharmacists Association joked: “Discussing pharmaceutical safety in Vegas is meant to remind everyone: patient health is not a gamble. Our professional judgment is our greatest stake.” This statement instantly crystallized the conference’s core theme. I believe the organizers deliberately chose this location to prompt us to contemplate a fundamental question within such a volatile environment: Amid increasingly complex healthcare policies, technologies, and payment structures, how can pharmacy uphold “certainty”? For instance, regardless of how PBM reviews evolve, our medication guidance must remain grounded in evidence-based medicine—never altering regimens arbitrarily to meet payment requirements. No matter how technology advances, drug quality and supply chain security must never be compromised. Take the blockchain-based drug traceability system showcased at this expo: it promises end-to-end tracking from production to the patient’s hands—that’s reinforcing “certainty.” In essence, while others chase “luck” in the gambling city, our mission is to build a “sure-win” system that provides reliable safeguards for patients and hospitals.

 1.2 Reshaping Conference Attendance Mindset: From “Participant” to “Observer”

 1.2.1 Abandon “Stamp Collecting” Attendance (for credits only) and Shift to “Reconnaissance” Attendance (seeking solutions to pain points)

 At past ASHP conferences, many colleagues around me adopted a “stamp-collecting” approach—rushing from morning lecture to lecture, chasing whatever topic seemed hot, filling notebooks with dense notes that later proved theoretical and useless; Afternoons were spent wandering exhibits, grabbing brochures from every booth until backpacks bulged; evenings involved rushing to credit redemption stations. They’d return home with a full credit quota, exhausted but retaining little practical knowledge. Frankly, it was all about fulfilling “continuing education credit” requirements—conferences became mere “clocking in for work.” Some even had colleagues attend lectures for them just to scrape together credits.

 But in 2025, this mindset truly needs to change. The challenges facing hospital pharmacy are becoming increasingly specific: How do we implement prescription simplification in geriatrics? How do we manage infection risks in home infusion? Should we choose desktop IV robots or large robotic arms? These issues won’t be solved by “collecting stamps.” So this time, we need to be “scouts,” not “stamp collectors.” Before departure, list 3-5 core pain points from your hospital. For instance, I came with two questions: “How to define the scope of outpatient oncology pharmacy services?” and “How to ensure blockchain supply chain compliance?” During lectures, focus solely on relevant topics. Yesterday at the “Outpatient Oncology Pharmacy” session, I raised my hand to ask, “How can we monitor pain medication use for late-stage patients at home?” The presenter immediately offered three practical methods and recommended a patient management tool—far more valuable than passive listening. When touring exhibition booths, I avoided aimless wandering. Instead, I sought out manufacturers specializing in “blockchain traceability” and “home infusion supplies” for in-depth discussions. I even proactively arranged evening meetings with two experienced hospital pharmacists at the hotel café, where we generated several actionable ideas. This approach ensures conferences aren’t wasted trips.

 1.2.2 Establishing a “Goal-Oriented” Conference ROI Model (Return on Interaction)

 Here, ROI doesn’t mean “Return on Investment,” but rather “Return on Interaction.” In the past, I attended conferences without clear goals, assuming “just being there would yield something.” The result was often days of wandering, returning with piles of materials and credits but no tangible outcomes—my 2023 conference experience was exactly that. The materials sat untouched in a drawer, and I never even organized my notes. It was essentially wasted time. For 2025 conferences, we must “begin with the end in mind”—first clarify “what tangible outcomes do I want to bring back?” For example, “resolve prescription streamlining implementation issues” or “establish IV robot selection criteria.” Then work backward to determine “who should I engage with?” and “which sessions should I attend?” This approach prevents derailment.

 Here’s my personal conference ROI action sheet to avoid wasted effort. Following this last year, I developed a “prescription streamlining process” that launched within two weeks in geriatrics—now reducing duplicate medication rates hospital-wide by 15% with remarkable results:

Phase	Core Action	Specific Example
Pre-Conference (1 week)	Define Goals + Screen Resources	List 2 core pain points (e.g., “Implementing Prescription Streamlining,” “IV Robot Selection”); identify 5 target lectures (e.g., “Practical Prescription Streamlining for Elderly Patients”) and 3 key manufacturers (e.g., 2 IV robot suppliers) from the conference website
During the Conference (5 Days)	Targeted Engagement + Key Note-Taking	For each lecture, note only 3 actionable conclusions (e.g., “Prescription simplification requires collaboration with clinicians for patient education”). When discussing with manufacturers/peers, directly address “How to solve XX problem” (e.g., “Can your IV robot integrate with our hospital’s outpatient pharmacy?”) and exchange contact details (for follow-up inquiries).
Post-Conference (within 1 week)	Organize findings + Facilitate implementation	Organize key points into a “Problem – Solution – Responsible Party” checklist (e.g., “Prescription Streamlining Implementation — Collaborate with Geriatricians for Patient Education — Responsible Party: Pharmacist Li”); synchronize conference takeaways with hospital Medical Affairs and Equipment Departments (e.g., share IV robot selection criteria with Equipment Department).

 This approach transforms meetings from “passive information intake” into “proactive solution-seeking,” ensuring every interaction generates tangible value—the true purpose of attendance.

 2. The First Dimension: Biotech Conference 2025 – Macro Narrative and Its Uniqueness (The Context)

 2.1 The “Precision” Leap in Clinical Frontiers

 2.1.1 Gene Therapy Implementation: Moving Beyond Theory to Focus on Hospital-Level Logistics, Ethics, and Payment Challenges for CRISPR and Other Therapies

 In previous years, discussions about gene therapy revolved around principles like “how CRISPR edits genes” and “how many rare diseases it can treat”—sounding impressive but bearing little relevance to our hospital’s daily operations. By 2025, the narrative has shifted entirely to “implementation hurdles”—like the CRISPR drug for sickle cell anemia requiring constant -80°C transport. Do our hospital cold chain cabinets meet this demand? If power fails during transit, the drug becomes useless—who bears that loss?

 Ethical concerns also arise. At a breakout session, I heard a real-life case: a patient qualified for gene therapy, but their family worried, “Could editing genes affect future generations?” They agonized over signing the informed consent form. The pharmacist had to spend two hours explaining it to them—far more complex than standard medication guidance. The most vexing issue is payment. Currently, a single dose of these drugs costs millions, and the reimbursement rate under medical insurance remains undefined. One hospital pharmacy director mentioned that last year, a patient at their hospital wanted to use the drug but ultimately gave up because they couldn’t raise the funds—a truly unfortunate situation.

 For hospitals considering gene therapy, the question isn’t “whether to adopt it,” but “whether they can overcome these challenges.” This includes specialized cold chain logistics, dedicated ethics communication, and coordinating patient access to insurance and charitable funding—every step is critical.

 2.1.2 Decentralization of Specialty Pharmacy: Analyzing the Service Boundary Expansion of Home Infusion and Outpatient Oncology Pharmacy

 Traditionally, specialty pharmacy services were confined to hospitals, requiring patients to visit daily for infusions and medication pickup. But now, specialty drugs are “stepping outside the hospital walls.” For instance, biologics for rheumatoid arthritis can now be administered at home by patients themselves, with outpatient pharmacists providing in-home instruction. Similarly, some milder chemotherapy regimens for cancer patients can be completed in outpatient settings without hospitalization.

 But challenges follow: How should service boundaries be defined? For instance, if a patient experiences an allergic reaction during home infusion, should they seek care at a community hospital or their original treating hospital? Should outpatient oncology pharmacy services include monitoring patients for side effects at home? Discussing this with colleagues, I learned their hospital has implemented a “specialty drug service package.” This includes pharmacist home visits, 24/7 phone consultations, and referral agreements with community hospitals—finally clarifying these boundaries.

 Let’s examine the evolution of specialty drug services through a table for greater clarity:

Service Model	Service Scenario	Core Pharmacist Responsibilities	Risk Points
Traditional Model (In-Hospital)	Inpatient / Outpatient Infusion Rooms	Medication dispensing, IV monitoring, hospital medication guidance	Patient travel inconvenience, but timely emergency response
Decentralized Model (Home/Outpatient)	Patient’s home, community clinic	Home visits for education, follow-up monitoring, 24/7 consultation	Slow emergency response, requires coordination with community hospitals

 2.1.3 Reverse Engineering for Aging and Polypharmacy: Deprescribing Will Emerge as a Hot Clinical Topic by 2025

 Many elderly patients currently take numerous medications. The most I’ve seen was one senior taking 12 different drugs simultaneously—blood pressure, diabetes, lipid-lowering medications, plus treatments for insomnia and joint pain. Eventually, they developed dizziness and constipation, which turned out to be caused by drug interactions. This is the pitfall of “polypharmacy,” and deprescribing aims to help seniors “reduce medications” by discontinuing or tapering unnecessary or risky drugs.

This year’s conference featured a dedicated workshop on prescription simplification. One expert shared a particularly poignant case: a 78-year-old man taking eight medications frequently suffered falls. After a joint assessment by pharmacists and physicians, three redundant adjunct medications were discontinued. As a result, the man experienced fewer falls and improved sleep quality. But this work is challenging. It requires explaining to patients that “reducing medications doesn’t mean stopping them,” communicating with prescribing doctors, and demanding both patience and expertise.

 Many hospitals now offer “Prescription Simplification Clinics” within geriatric departments, where pharmacists and physicians co-manage patients. This will undoubtedly be a major trend next year—after all, for the elderly, “taking the right medications” is more important than “taking more medications.”

 2.2 The “Hard Tech” Shuffle in the Exhibit Hall

 2.2.1 IV Robot 3.0 Era: Shifting from “Large and Comprehensive” Robotic Arms to “Compact and Elegant” Desktop-Level Automated Medication Preparation Solutions

 Previous IV robots at exhibitions resembled refrigerator-sized mechanical arms—impressive but impractical for outpatient pharmacies due to their bulk, high cost, and inaccessibility to smaller hospitals. This year’s shift featured compact “desktop-sized” robots—about the size of a microwave—capable of preparing IV solutions and dispensing oral medications. These fit seamlessly into outpatient settings at half the previous price.

 I specifically tested a domestic desktop model. It prepared a bag of ceftriaxone in just 2 minutes, automatically scanning barcodes to verify drug information—faster and more accurate than manual preparation. A community hospital pharmacist told me they recently introduced one. Previously, pharmacists prepared 50 IV bags daily; now they can handle 80, without constant worry about medication errors. Efficiency has skyrocketed.

 Today’s IV robots no longer compete on sheer size but on flexibility, affordability, and user-friendliness. After all, not every hospital has a large pharmacy—compact, elegant solutions are better suited for most settings.

 2.2.2 The Battle for Digital Therapeutics (DTx) Prescription Authority: Pharmacists’ New Role in Software as a Medical Device (SaMD) Management

 Traditionally, “medicine” meant tangible pills or injections. Now, “software can be medicine”—like DTx software for diabetes. Patients log daily blood sugar levels, and the software automatically adjusts diet and exercise recommendations while reminding them to take medication. This is Digital Therapeutics (DTx), classified as “Software as a Medical Device (SaMD).”

 Now the question arises: Who prescribes this “software prescription”? Physicians lack expertise in software operation, and manufacturers cannot directly provide it to patients. Consequently, this responsibility falls to pharmacists. At an exhibition, I met a DTx manufacturer collaborating with hospitals. Pharmacists undergo training and certification before being authorized to review DTx prescriptions. They must also regularly monitor patients’ software usage—checking if blood glucose is recorded on time and determining if treatment plans need adjustment.

 Let’s examine the pharmacist’s new role in DTx management through a table:

Workflow	Specific Responsibilities of Pharmacists	Required Competencies
Prescription Review	Confirm patient suitability for DTx (e.g., smartphone proficiency)	Understanding DTx indications and patient assessment capabilities
Patient Guidance	Teach patients how to use the software and record data	Software proficiency, communication skills
Effect Monitoring	Regularly review patient data and coordinate with physicians to adjust treatment plans	Data analysis skills, cross-departmental collaboration skills

 2.2.3 Blockchain in Supply Chain: Compliance Review and Technical Optimization Following Full Implementation of DSCSA (Drug Supply Chain Security Act)

 The U.S. Drug Supply Chain Security Act (DSCSA) became fully effective this year, mandating traceability at every stage from manufacturing to patient delivery—otherwise, drugs cannot be sold. Previously, paper records or conventional systems were prone to vulnerabilities, such as product substitution or inaccurate traceability data. Now, manufacturers at trade shows are all promoting blockchain traceability—each medication package has a unique “digital ID,” with every step from production, transportation, warehousing, to distribution recorded on the blockchain, making any alterations detectable.

 I spoke with a supply chain manager at a major pharmaceutical company. After adopting blockchain, their drug traceability time dropped from two days to just ten minutes. Last year, this system helped them uncover a batch of drugs with tampered expiration dates, preventing them from reaching hospitals. However, challenges remain. For instance, hospital systems must integrate with manufacturers’ and wholesalers’ blockchains. Some legacy systems lack compatibility, requiring costly upgrades—a burden for smaller hospitals.

 Today, supply chains are no longer just about “transporting drugs.” They’re about “using technology to ensure drugs are authentic and safe throughout the entire process.” Blockchain is the most reliable tool for this, though it requires some upfront effort to integrate systems.

 3. Third Dimension: Biotech Conference 2025 – Generational Transition in Talent Ecosystems (The People)

 3.1 Paradigm Shift in Residency Showcases

 3.1.1 From “Matching” to “Mutual Selection”: Gen Z Pharmacy Students Force Hospitals to Rebuild Their “Employer Brand”

 Traditionally, residency recruitment fairs were dominated by hospitals selecting students—we reviewed their grades and internship experience, extending offers to suitable candidates. Students generally adopted a “grateful to get any offer” mindset. But now the tables have turned completely. Gen Z pharmacy students (born in the late 90s and 2000s) are exceptionally “picky.” They don’t just look at hospital prestige; they also ask, “Do you offer regular training?” “Is flexible work possible?” “Are there career advancement paths for pharmacists?” If you can’t answer these questions, even if you’re a top-tier hospital, they won’t accept your offer.

 At this year’s Residency Showcase, I witnessed something quite telling: a top-ranked hospital’s recruitment booth had sparse crowds, while a nearby community hospital had a line forming. Later I learned the community hospital explicitly stated, “Three ASHP-certified training sessions in the first year, plus one remote workday per week,” and displayed the career advancement paths of previous residents (e.g., promotion to Senior Pharmacist within two years). Gen Z is sold on this approach. Nowadays, hospitals can’t rely solely on their “big name” to attract top talent. They need to refine their “employer brand” — clearly highlighting training opportunities, work-life balance, and growth potential.

 Let’s compare the core differences between old and new employer branding models in a table to see the shift clearly:

Employer Brand Dimensions	Traditional Model (Hospital-Driven)	Gen Z-Focused Model (Two-Way Selection)	Hospital Implementation Case
Career Growth	Only mentions “promotion opportunities” without specifying pathways	Clearly defines: “Probationary period ends in 1 year, eligible to compete for supervisor position in 2 years, supports specialty certification in 3 years”	A tertiary hospital posted a “Resident Physician → Specialist Pharmacist → Deputy Director of Pharmacy Department” promotion timeline
Work Support	Provides only basic office equipment	Detailed requirements: “Equipped with mobile pharmacy rounds tablets, annual learning fund of 2,000 yuan”	Community hospitals reimburse new pharmacists for ASHP online course fees and assign dedicated mentors
Work-Life Balance	Emphasis on “overtime being the norm,” with no flexible arrangements	Clearly states: “One remote workday per week; statutory holidays observed with no make-up workdays”	One hospital introduced “family emergency leave,” allowing pharmacists to adjust schedules immediately for family emergencies

 3.1.2 Rise of Non-Traditional Tracks: Informatics and Managed Care Positions Projected to Surge

 Previously, pharmacy graduates primarily targeted traditional roles like “hospital outpatient pharmacies” or “inpatient pharmacies” for stability. However, at this year’s conference, numerous hospitals and companies were recruiting for “non-traditional positions,” particularly in pharmaceutical informatics and managed care, where demand is exceptionally high.

 First, let’s discuss Pharmaceutical Informatics. This isn’t merely “computer repair”—it requires expertise in both pharmacy and technology. For instance, when a hospital implements an AI prescription review system, pharmacists must collaborate with IT departments to adjust medication rules within the system (e.g., prioritizing alternative drugs when antibiotic resistance rates are high in a specific region). They also regularly analyze system data to identify pharmacists with low review efficiency and determine training needs. I know a graduate in pharmaceutical informatics who, upon joining a hospital, was immediately tasked with optimizing the electronic medication record system. Their starting salary was 20% higher than traditional pharmacy roles.

 Now consider Managed Care roles, which primarily interface with PBMs and insurance providers. These positions involve developing “medication cost control plans” for hospitals that meet PBM review standards without compromising patient outcomes, as well as negotiating with insurers to expand coverage for specialty drugs. With PBM reviews becoming increasingly stringent, hospitals urgently need professionals who understand both policy and pharmacy. This role is expected to grow even more in demand next year.

 The table below outlines the core requirements for these two roles, serving as a reference for colleagues considering a career shift:

Position Type	Core Responsibilities	Essential Skills (including specific competencies)	Position Value (Hospital Level)
Pharmaceutical Informatics	1. Optimize medication rules for AI prescription systems; 2. Analyze pharmacy system data (e.g., review efficiency, error rates); 3. Collaborate with IT department to resolve electronic medication history issues	1. Proficiency in HL7 healthcare data protocols; 2. Competence in Excel PivotTables / basic SQL; 3. Familiarity with common pharmacy software (e.g., HIS systems)	Reduce prescription error rate (target reduction: 5%-8%), enhance pharmacist workflow efficiency
Managed Care	1. Develop hospital medication cost control plans; 2. Coordinate with PBMs to resolve claim denials; 3. Participate in specialty drug reimbursement negotiations with insurance providers	1. Familiarity with PBM review criteria (e.g., treatment duration limits for specific drug classes); 2. Understanding of insurance policies (e.g., annual reimbursement caps); 3. Strong negotiation and communication skills	Reduce insurance claim denials (target reduction: 3%-5%), control drug costs

 3.2 Leadership Forum: Rebuilding After Burnout

 3.2.1 “Resilience” is obsolete; “antifragility” must prevail: Exploring how pharmaceutical leadership can shift from merely maintaining the status quo to profiting from crises

 In recent years, the mantra was “pharmaceutical leadership requires resilience”—meaning the ability to “weather the storm.” For instance, during the pandemic, when pharmacists were in short supply, leaders stepped up to work overtime, enduring until the crisis passed. However, at this year’s forum, experts emphasized that “resilience alone is insufficient; we need anti-fragility.” This means not only enduring crises but also identifying new opportunities within them.

 Consider this real-world example: Last year, when a hospital faced a surge in PBM denial rates (a crisis), leadership didn’t just focus on “arguing with PBMs.” Instead, they seized the opportunity to restructure the pharmacy department. They established a dedicated “Payment Guidance Team,” where pharmacists proactively engaged in prescription decisions, helping clinicians select drugs compliant with PBM requirements. They also compiled denial data into reports and conducted training sessions for clinical departments. The result? Not only did the denial rate drop by 10%, but the pharmacy department transformed from “passively handling problems” to “actively guiding clinical practice,” significantly increasing its influence within the hospital.

 Simply put, “resilience” means “not collapsing when crises hit,” while “anti-fragility” means “growing stronger through crises.” The table below compares the differences between these two leadership approaches:

Leadership Type	Core Logic for Crisis Response	Specific Action Approach (Pharmacy Context)	Final Outcomes (Hospital Pharmacy Department)
Resilience (Traditional)	Maintain the status quo and weather the crisis	1. Leadership takes the lead in working overtime; 2. Temporarily reassign pharmacists to address issues; 3. Conduct post-crisis reviews without restructuring	Crisis temporarily resolved, but likely to recur (e.g., recurring denial rates)
Antifragility (Emerging Trend)	Seek opportunities within crises to optimize systems	1. Analyze root causes (e.g., denials stem from non-compliant medication use); 2. Establish dedicated task forces (e.g., payment guidance teams); 3. Implement long-term mechanisms (e.g., clinical training programs)	Resolves crises while enhancing pharmacy department value (e.g., increased influence)

 3.2.2 Pharmacy Management in the Hybrid Work Era: Maintaining Team Cohesion Amidst Tele-pharmacy Adoption

 Many hospitals now offer tele-pharmacy services—for instance, patients can video-call pharmacists after evening clinic hours for medication queries. Primary care hospitals without specialized pharmacists can remotely consult experts from tertiary hospitals. Yet challenges arise: Remote pharmacists, physically distant from on-site teams, may become disconnected over time—unaware of new departmental initiatives or losing touch with team dynamics.

 At this year’s conference, a hospital pharmacy director shared their practical approach: First, hold a “Hybrid Office Sync Meeting” every Wednesday afternoon. On-site pharmacists gather in a conference room while remote pharmacists join via video. They use a shared whiteboard to review work issues and dedicate 10 minutes specifically for “casual chat” about recent personal lives. Second, implement “cross-role rotations.” Remote pharmacists spend two days per month on-site at the hospital, conducting rounds and reviewing prescriptions alongside in-person colleagues to gain practical experience. Third, establish “shared work documents.” Regardless of location, all tasks completed and issues encountered are recorded in these documents, accessible to everyone at any time.

The following table summarizes these management strategies for your reference:

Management Strategy	Specific Implementation Methods (including details)	Expected Outcomes (Team Level)	Precautions (Avoiding Pitfalls)
Regular Sync Meetings	1. Fixed schedule: Wednesdays 2:00 PM – 3:00 PM; 2. Utilize Tencent Meeting + shared whiteboard; 3. First 50 minutes for work discussion, final 10 minutes for casual chat (e.g., sharing recently read books)	Prevent information gaps for remote pharmacists and maintain team communication frequency	Avoid turning meetings into “one-way announcements”; encourage remote pharmacists to speak up
Cross-Position Rotations	1. Remote pharmacists work on-site at the hospital for 2 days per month; 2. Assign an on-site pharmacist for mentorship, participating in rounds/prescription reviews; 3. Write 1 reflection report after rotation and share within the team	Help remote pharmacists understand on-site operations to reduce collaboration barriers	Coordinate remote pharmacists’ schedules in advance to avoid disrupting patient services
Shared work documents	1. Use Feishu documents categorized by “Date + Task Type” (e.g., “11.20 – Prescription Review Issues”); 2. Require daily updates before end of shift; 3. Director reviews every Friday	Ensure transparent progress tracking and timely issue resolution	Set document permissions appropriately to prevent sensitive information leaks (e.g., patient privacy)

 3.3 The Pharmacist’s Role in a Global Context

 3.3.1 Identifying Overtaking Opportunities by Addressing the “Time Difference” in Pharmacy Practice Between the US and Asia-Pacific

 This conference featured numerous pharmacists from Asia-Pacific regions (e.g., China, Japan, Singapore). Discussions revealed a distinct “time difference” in pharmacy practices between the U.S. and Asia-Pacific—not a matter of superiority but differing priorities, presenting opportunities within these differences.

 In the U.S., pharmacists emphasize “managed care” and “patient journey management.” For instance, they collaborate closely with PBMs to help patients select cost-effective medications. They also conduct long-term follow-ups with diabetes patients, managing not only medication but also diet, exercise, and even scheduling medical tests. However, their challenge lies in “slow implementation.” For instance, remote pharmacy services have taken three years to roll out due to strict privacy regulations and still haven’t reached all primary care hospitals.

 Now consider the Asia-Pacific region. Our strength lies in “rapid technology adoption”—for instance, AI prescription review is already widely used in many primary care hospitals domestically, surpassing adoption rates in the U.S. Remote pharmacy services also enjoy high patient acceptance thanks to platforms like WeChat and Alipay (e.g., elderly patients may struggle with complex software but are comfortable with video calls). Our weakness, however, is “limited experience in managed care”—our capabilities in integrating with PBMs and controlling medication costs are less mature than those in the U.S.

 This “time difference” presents an opportunity—we can adopt America’s “managed care expertise” while leveraging Asia-Pacific’s “rapid technology adoption.” For instance, AI systems can analyze patient medication data to meet PBM cost requirements while ensuring effective patient follow-ups. The table below clarifies key differences and opportunities:

Comparison Dimensions	Pharmaceutical Practice in the U.S.	Pharmacy Practice in Asia-Pacific	Opportunities for Leapfrogging (Feasible in Asia-Pacific)
Managed Care	1. Pharmacists engage deeply with PBMs; 2. Mature medication cost control solutions exist; 3. Patient follow-up coverage exceeds 80% of chronic disease patients	1. Limited experience in PBM integration; 2. Cost control heavily reliant on administrative directives; 3. Follow-ups primarily conducted by nurses with minimal pharmacist involvement	1. Adapt U.S. PBM integration processes while aligning with local healthcare policies; 2. Empower pharmacists to lead follow-ups with AI systems providing data support
Remote Pharmacy Services	1. Privacy regulations limit coverage to only 50% of primary care hospitals; 2. Reliance on specialized software imposes high learning costs for patients	1. Leverage WeChat/Alipay to cover 80% of primary-level hospitals; 2. Utilize video calls + mini-programs for user-friendly access, even for elderly patients	1. Maintain the “convenient platform” advantage; 2. Improve data security by referencing U.S. patient privacy protection standards
Technology Applications (e.g., AI)	1. AI predominantly used for research, limited clinical implementation; 2. Slow system iteration (average once per year)	1. AI widely applied in prescription review and medication guidance; 2. Rapid system iteration (average 3 months)	1. Maintain technological implementation advantages; 2. Adopt U.S. AI research methodologies to enhance system accuracy (e.g., integrating genetic data)

 4. Fourth Dimension: Biotech Conference Logistics Strategy for Las Vegas 2025 (The Logistics Strategy)

 4.1 Energy Management

 4.1.1 Defense Mechanisms Against Sensory Overload: Maintaining Deep Thinking Amidst Casino Hotel Stimuli

 Attending conferences in Las Vegas, the most frustrating aspect is the casino hotel environment—lights blazing 24/7, the constant clanging of slot machines, people constantly moving and shouting. Trying to focus on organizing lecture notes from the day or preparing collaboration proposals for the next day is incredibly difficult. Last year, during my first visit, I tried editing a PowerPoint in the hotel lobby at night. The music from the adjacent casino left my brain foggy, and I accomplished nothing in two hours.

 Before this year’s conference, I researched some “anti-distraction” techniques that proved surprisingly effective. For instance, bringing active noise-canceling headphones filtered out slot machines and crowd noise, leaving only soft music—my note-taking efficiency shot up immediately. Another trick is setting a fixed “deep thinking period”—every morning from 7 to 9 a.m. At this time, the casino is less crowded and the lighting is soft. I sit at my hotel desk to outline the key points of the day’s lectures and organize my list of manufacturers to meet with, avoiding having my train of thought interrupted by trivial matters during the day.

 Additionally, don’t stay cooped up in your hotel room. Las Vegas has plenty of quiet public spaces, like the “City Park” near the convention center. It’s less crowded in the morning, and sitting on a bench to organize your thoughts is far more comfortable than being in your hotel room. In summary, the core principle is to “actively create a quiet environment” and not let the casino’s hustle and bustle dictate your pace.

 4.1.2 The “Third Space” Networking Method: Avoid crowded booths and leverage Vegas’s unique coffee shops or lounges for high-value, in-depth one-on-one conversations

 Exhibition booths are genuinely packed—trying to chat with a vendor rep means waiting through three or four people ahead of you. When your turn finally comes, constant interruptions from nearby conversations make it impossible to discuss anything in depth for more than five minutes. This year, I changed my approach: I scheduled meetings in advance with industry peers and vendor reps at nearby coffee shops or hotel lounges. The results were vastly better.

 For instance, I met with a product manager from an IV robotics company not at their booth, but at the “Starbucks Reserve” on the first floor of the Mandalay Bay hotel. There, we found a private table where we could quietly discuss matters over coffee for half an hour. I clearly explained specific requirements like hospital pharmacy space dimensions and daily medication preparation volumes. He even sketched a desktop robot placement diagram on the spot—far more practical than listening to sales pitches at the booth.

 Another spot is PublicUs Coffee Roasters in Old Las Vegas, just a 10-minute drive from the convention center. Its quieter atmosphere makes it perfect for discussing industry challenges with peers. Last week, I discussed “challenges in implementing prescription simplification” with an American pharmacist there. He shared his hospital’s “Pharmacist-Physician Joint Assessment Form” and promised to email me an electronic copy afterward—the kind of deep exchange impossible at exhibition booths.

 Below is a table summarizing “third spaces” suitable for networking, for your reference:

Space Type	Specific Locations (Las Vegas)	Suitable Scenarios	Key Considerations (for Efficiency)
Hotel Coffee Shops	Starbucks Reserve, 1st Floor, Mandalay Bay	Meet with manufacturer representatives to discuss product requirements	Schedule appointments one day in advance; select small tables near windows (to avoid distractions from foot traffic)
Independent Specialty Coffee Shops	Old Town PublicUs Coffee Roasters	In-depth peer discussions, sharing practical experience	Avoid 10:00–11:00 AM (peak local customer hours); visit on weekdays
Hotel Lounge	Bellagio Hotel The Lobby Lounge	Connect with hospital administrators to discuss collaboration plans	Order a low-alcohol beverage (e.g., non-alcoholic cocktail) to create a relaxed atmosphere

 4.2 2025 Special Operations Guide

 4.2.1 Optimal Transportation and Movement Solutions (Connectivity Efficiency Analysis Between Mandalay Bay and Other Venues)

 The main conference venues are concentrated at Mandalay Bay, Luxor, and Excalibur (all part of the same group and interconnected). However, many activities span multiple venues—for instance, attending a morning lecture at Mandalay Bay followed by an afternoon visit to an exhibit at Excalibur. Taking the wrong route wastes valuable time. Over the past few days, I’ve mapped out several optimal paths that significantly reduce travel time compared to wandering aimlessly.

 First, these three hotels feature “internal skywalks” that eliminate the need to go outside. Traveling from Mandalay Bay to Luxor via the second-floor skywalk takes just 8 minutes—5 minutes faster than taking the ground-level route. Moving from Luxor to Excalibur is even more convenient, with a direct indoor walkway covering the distance in only 6 minutes. For the farther Venetian Hotel (where some satellite meetings are held), skip taxis and take the free shuttle bus provided by the conference organizers. It runs every 20 minutes from the Mandalay Bay entrance, saving you about 10 minutes of waiting time compared to hailing a cab (Las Vegas taxis often get stuck in daytime traffic).

 Also, pay attention to internal navigation within the convention center—Mandalay Bay’s convention halls are divided into Zones A, B, and C. Zone A is near the connecting walkway, while Zone C is near the parking garage. If entering from the parking garage, go straight to Zone C instead of detouring to Zone A and back. I made this mistake on my first day, wasting 15 minutes and nearly arriving late.

 The table below outlines the main venue connections for efficiency:

Starting Venue	Destination Venue	Connection Method	Time Required (Minutes)	Key Tips (Avoid Pitfalls)
Mandalay Bay	Luxor	Second-floor internal walkway	8	The walkway entrance is next to the “Conference Registration Area” at Mandalay Bay—don’t go to the wrong door
Luxor	Excalibur	Indoor Direct Walkway	6	Follow the signs inside the walkway to the “Excalibur Exhibit Hall.”
Mandalay Bay	The Venetian	Free Conference Shuttle Bus	18 (including waiting time)	The bus stop is at the South Entrance of Mandalay Bay. Arrive 5 minutes early to avoid being turned away due to full capacity.
Mandalay Bay	Convention Center, Area C	Enter through the hotel parking lot entrance	5	Look for the “Zone C Fast Lane” sign at the parking garage entrance; no need to enter the hotel lobby

 4.2.2 Security and Privacy: Data Protection Strategies in Open Network Environments

 Las Vegas has an abundance of public Wi-Fi, with free networks available in hotels, cafes, and convention centers. However, these networks are largely unencrypted. Using them to transmit sensitive information like patient data or hospital medication protocols makes it easy for data to be intercepted. Before attending this year’s conference, my IT colleagues provided several protective measures that I personally tested and found effective.

 First, never access hospital intranet systems via public WiFi. For instance, when checking departmental medication data, either use mobile data to create a hotspot or connect via the hospital’s dedicated VPN (select “L2TP” type for enhanced security over standard VPNs). Second, when transferring sensitive files (like draft proposals for the P&T Committee), avoid sending them directly via WeChat or QQ. Instead, use encrypted email (such as the hospital’s corporate email with “Email Encryption” enabled) or copy them to a USB drive (set a password for the drive beforehand).

 Also, be mindful with your phone—avoid storing meeting materials in the phone’s “cloud album.” If the phone is lost, others could directly access them. It’s best to set up “app locks” for your phone, such as assigning separate passwords to apps like WeChat and email. Even if the phone is stolen, sensitive apps cannot be opened. I’ve also seen people casually leave conference badges on tables. These badges display names and organizational information, making them easy targets for malicious individuals. It’s best to keep them on your person at all times.

 The table below lists common security risks and countermeasures to help you avoid pitfalls:

Risk Scenario	Preventive Measures	Practical Examples (Ready to Use)	Recommended Tools / Settings
Transmitting Sensitive Data Over Public WiFi	Use personal hotspot or dedicated VPN	When enabling mobile hotspot, set “WPA2 encryption” with a password containing uppercase letters, lowercase letters, and numbers. When connecting to VPN, select the hospital-designated “L2TP” protocol	Mobile hotspot (built-in iOS/Android feature), hospital-specific VPN client
Sensitive File Transfer	Encrypted email or password-protected USB drive	When sending emails, select “Send Encrypted”; for USB drives, right-click and choose “Enable BitLocker encryption” (Windows systems)	Enterprise encrypted email (e.g., Tencent Enterprise Mail), BitLocker (USB drive encryption)
Mobile Phone / Badge Lost	Set app locks + carry badge with you	Enable “App Lock” in phone’s “Settings > Security” to lock WeChat and email; wear badge around neck, never in pockets	Phone’s built-in “App Lock” feature, lanyard-style conference badge (purchase in advance)

 5. Fifth Dimension: Biotech Conference 2025 – Post-Event Output: From Input to Impact (The Output)

 5.1 Reorganizing Knowledge Granularity

 5.1.1 Skip Meeting Minutes, Create Actionable Insights

 In the past, we’d return from conferences and write thick “meeting minutes”—recording lecture topics, booth names, and colleagues’ comments, printing them out and binding them into a book. The result? They’d sit in a drawer, never to be looked at again. It wasn’t that we didn’t want to use them. The problem was that these minutes were just “information dumping”—filled with statements like “an expert emphasized the importance of streamlining prescriptions” or “a manufacturer launched a new IV robot”—without any guidance on “how our hospital should implement this.” They were completely unactionable.

 For conferences in 2025, the focus must shift from “recording information” to “listing actions”—creating an “action checklist.” The core is to break down what you hear and see into “concrete actions our hospital can implement,” clearly defining “who will do it, when it will be done, and what results are expected.” For instance, after attending a lecture on “streamlined prescription clinics,” I wouldn’t just note “streamlined prescriptions are trending.” Instead, my checklist would state: “By December 20th, coordinate with the Geriatrics Department Director to set a pilot timeline for streamlined prescription clinics; by January 10th, compile three typical cases of polypharmacy in elderly patients for department training.”

 Last year, a colleague used this approach to create an action list. Afterward, they successfully pushed the hospital to adopt desktop IV robots—far more effective than merely writing meeting minutes. The table below compares meeting minutes with action lists, making the writing approach immediately clear:

Comparison Dimensions	Traditional Meeting Minutes (Non-Actionable)	Action List (Actionable)	Actual Case (Pharmacy Context)
Content Focus	Record “What was heard” (e.g., “The expert discussed blockchain supply chains”)	Define “What needs to be done” (e.g., “Within one month, coordinate with the Equipment Department for compatibility testing of the blockchain traceability system”)	Minutes: “Prescription authority for DTx belongs to pharmacists”; Checklist: “By December 15, compile DTx training needs for hospital pharmacists and submit to Medical Affairs Department”
Presentation Format	List items in “chronological order” (e.g., “Attended XX lecture on December 8; visited XX booth on December 9”)	Organize by “Issue/Project Category” (e.g., “Prescription Streamlining, IV Robots, Blockchain Supply Chain” as three sections)	Group “Specialty Medication Home Infusion” related information under the “Specialty Medication Service Optimization” section, including specific contact persons
Follow-up Actions	No specific arrangements (marked as “for reference only”)	Include “Responsible Party + Deadline + Deliverable” (e.g., “Responsible Party: Pharmacist Zhang; Deadline: Before January 30; Deliverable: Risk Assessment Form for Special Medication Home Infusion”)	For “PBM Denial Optimization”: “Responsible Person: Pharmacist Li; Deadline: Before February 15; Deliverable: Analysis Report on Reasons for Special Medication Denials at This Hospital”

 5.2 “90-Day Implementation Plan”

 5.2.1 How to transform trends identified in December into proposals for the hospital’s Pharmacy & Therapeutics (P&T) Committee in Q1 of the following year

 The gap between returning from the conference and the next year’s Q1 P&T Committee meeting (typically held in March) is roughly 90 days. Without advance planning, it’s easy to miss the proposal deadline. I’ve developed a “90-Day Implementation Process” that breaks down the journey from “trends” to “proposal” into 4 steps, each with specific actions. Following this process ensures conference insights translate into concrete proposals.

 Step 1: “Within 10 days after the December meeting: Identify core trends” — Not every trend warrants implementation. Select 2-3 that best address your hospital’s critical needs. For instance, if your hospital has many elderly patients, a “Prescription Streamlining Clinic” is essential. If specialty drug denial rates are high, “Blockchain Supply Chain Traceability” warrants promotion. Last year, I focused on two directions—”desktop IV robots” and “prescription simplification”—avoiding the pitfall of spreading myself too thin.

 Step 2: “January (Days 11-30): Internal Communication + Data Collection” — Personal enthusiasm alone is insufficient. Engage clinical departments, equipment management, and medical insurance teams. For instance, when promoting prescription simplification, I requested data from geriatrics on “multiple-medication patients” and “adverse drug reactions” to demonstrate necessity. For IV robots, I confirmed with equipment management whether “pharmacy space accommodates installation” and “budget allows implementation.” Last year, I spent half a year collecting patient data from geriatrics. When I presented it during the proposal, everyone found it compelling.

 Step Three: “February (Days 31-60): Draft Proposal + Secure Support” — Proposals shouldn’t just list “what projects to launch,” but also detail “what problems they solve,” “resources required,” and “expected outcomes.” For example, a proposal for a prescription simplification clinic should state: “Projected 15% reduction in adverse drug reactions among elderly patients, saving ¥200,000 annually in medication costs.” Additionally, secure endorsements from 2-3 clinical directors—such as the Geriatrics Department Head and Medical Affairs Director—to strengthen the proposal’s approval chances.

 Step Four: “March (Days 61-90): Revise Proposal + Submit for Review” — Distribute the proposal to P&T committee members one week in advance to gather feedback for revisions. For instance, when someone proposed “How to Train Pharmacists in Prescription Streamlining” last year, I added “Monthly internal training sessions featuring online lectures by ASHP experts,” resulting in unanimous approval.

 The following table breaks down the 90-day plan into finer details for easier implementation:

Phase	Timeframe (Post-Meeting)	Core Actions (with specifics)	Key Deliverables (ready-to-use)	Important Notes (Potential Pitfalls)
Trend Screening	Days 1-10	1. Identify 3 core trends from the conference; 2. Consult with the Director of Pharmacy to determine 2 priority directions; 3. Conduct preliminary review of relevant hospital data (e.g., number of patients on multiple medications)	2025 ASHP Annual Meeting Core Trends Implementation Priority Matrix (Including Hospital Suitability Analysis)	Avoid overly ambitious projects (e.g., don’t promote gene therapy operations if your hospital has no gene therapy patients)
Internal Coordination	Days 11-30	1. Interview 2-3 heads of relevant departments (e.g., Geriatrics, Equipment); 2. Collect supporting data (e.g., adverse drug reaction rates, denied payment amounts); 3. Conduct preliminary budget estimation	XX Project (e.g., Prescription Streamlining) Feasibility Analysis Report (Including Department Feedback and Data)	Schedule interviews with department heads well in advance—avoid last-minute scrambling (e.g., secure interview slots by January 5th)
Proposal Drafting	Days 31-60	1. Draft proposal using P&T Committee template (covering issues, solutions, resources, outcomes); 2. Secure signatures from 2 clinical directors; 3. Revise 2-3 times (based on peer feedback)	P&T Committee Proposal for Establishing a Streamlined Prescription Clinic (including signature page)	Quantify “expected outcomes” in the proposal (e.g., replace “improve efficiency” with “increase medication preparation efficiency by 30%”)
Submit for review	Days 61-90	1. Distribute proposal to committee members 7 days in advance; 2. Incorporate feedback revisions (e.g., add training plan); 3. Prepare 10-minute presentation PPT (emphasize data)	Final proposal + presentation PPT	During the presentation, avoid focusing solely on trends. Emphasize the tangible benefits achievable by our hospital (e.g., cost savings, risk reduction).