“The goal is to transform data into information, and information into insight” 

Life-science companies perform internal or external studies for the research and development of their products. The management of these studies involves many components like study design, logistics of study-materials, data-capture, data-analysis, statistical-analysis, report-production and lab-notebook-keeping. Depending on the size and complexity of the study, work on these components is distributed across people, disciplines and systems.

The efficiency in which a study is performed and the quality of a study's result is dependent on how people work together as an interdisciplinary team, and how their subsystems interconnect to act as one 'virtually integrated' agglomerated system. If the company can afford it, the IT-department supporting these studies builds and maintains extrinsic interconnections between the various subsystems. If not, scientist usually end up performing numerous 'cut, copy, fiddle and paste' operations between uncoupled subsystems.

Over the last decade, driven by the complexity and costs of maintaining and running these extrinsically coupled or uncoupled subsystems and enabled by stronger computing power, full study management systems have appeared. In these systems or 'end-to-end solutions' many components are packed together and are thus linked intrinsically. These systems in theory solve many of the technical issues of the earlier agglomerated systems and present a common interface to all end-users.

If identified, implemented and accompanied well, such system can quickly become a great asset to the company, with the potential to increase not only the efficiency of the work, but also to add new features, functions and possibilities to scientific staff that will stimulate science, serendipity, motivation and output, with associated benefits to the company's R&D projects. 

If identified, implemented and accompanied inadequately, such system will fail early, usually in pre-production (pilot) phases. Such failing system will not quickly be dismantled, but will remain to exert a detrimental and resources-consuming effect on the organisation.This is costly not just because of the money that was directly wasted, but because time, effort and 'positive energy' of staff in the preparation, implementation, training and pre-production phases is wasted as well. Perhaps even worse is the reduced or damaged motivation of the scientists towards improvements in study management for years to come. This makes that such failure will usually not be followed by a second system introduction. As a result most scientists will ignore or bypass the newly acquired system and return to their old way of working. The resulting state is worse than the state before the implementation was started.

BioInq's services are aimed to maximize the success of a study management system in the organization. A phased approach is taken, which includes business analysis, requirement specification, design specification, system identification, system implementation and system tuning. At each phase, BioInq focuses on the scientists and the scientific process, with a constant presence and feedback of the functional and technical capabilities and specifications of study-management and lab-automation systems.