Your New Team Member is an Algorithm. Your Advantage is Still Human.

Projects are delivered by people, working in hybrid teams across functions and geography. In this era defined by rapid technological advances and scientific innovation, the imperative for effective project leadership is clear: a balanced synergy between harnessing technology as an enabler and valuing the irreplaceable human qualities of emotional intelligence, judgement, adaptability and collaboration, which are now more crucial than ever.

The approach to project management within the life sciences landscape requires a measurable process coupled with compliance, rigorous analysis and methodical use of data. Clearly, new technology offers immense potential here, but it is not the finish line. It is an ever-advancing enabler that strengthens how project managers deliver. One that must be monitored, adopted and adapted thoughtfully. Success arises from blending new tools with effective human interfaces and insight of real needs, ensuring that technology serves as a means to an end, rather than an end in itself.

It is people who drive projects, and the soft skills (what we refer to as ‘Humanology’), that create the cornerstone for effective project delivery. Challenges frequently arise that require influencing without formal authority, often to resolve conflicting priorities and objectives within cross-functional teams. Mastery in active listening, diplomatic dialogue, empathy and issue resolution is essential in shifting opposing views into collaborative problem-solving. This human dynamic is rarely captured by standard processes or algorithms, but is critical in unblocking obstacles and forging pathways forward.

Trust in technology is measured and deliberate. While artificial intelligence and automation provide opportunity to relieve project managers of routine tasks and enhance monitoring capabilities, they cannot substitute the critical thinking and holistic oversight that experienced humans provide. Automated outputs require scrutiny by humans and contextual interpretation to avoid errors or unrealistic assumptions. Technology functions best as an assistant that amplifies human capability, not as a replacement for creative problem solving, collaborative decision-making or leadership judgement.

Within this environment, key capabilities remain central to ensuring project and programme success and firmly cement the humans at the helm.

Clarity and empowerment are two of the most powerful levers a project manager can pull, blending the science of structure with the art of leadership to deliver organisational performance.

Clarity defines the “what” – project purpose, vision and success criteria – enabling teams to understand dependencies and the consequences of change. Clear roles and responsibilities foster accountability and ownership, building stronger commitment to project goals and preventing confusion and duplication. In hybrid teams, a leader becomes a translator between machine logic and human expectation. AI systems often provide conflicting recommendations depending on the model, dataset or optimisation target (e.g. optimising cost over risk) and it is up to the leader to ‘sense check’ and synthesise incompatible truths into coherent decisions. A PM’s role in ensuring such clarity is achieved is essential to maintain momentum in the correct direction and prevent disengagement or misinterpretation.

Empowerment enables the ‘how’. Building proactive and motivated teams that take ownership of results and define the path to business objectives requires an environment of trust and authority with psychological safety that doesn’t fear failure, but sees it as an opportunity to learn. Defining decision rights is a simple but critical step towards this, allowing teams to act with confidence, not least in resolving issues at the right level and preventing decision-making bottlenecks. A major lever of empowerment is the use of the power of recommendation, where a hybrid team close to the situation, data and context use their intimate understanding and expertise to adopt the mantle of the decision maker to provide a well articulated recommendation to the ultimate decision maker. This approach has many advantages, not least of which, providing the opportunity for people to practice decision making.

Empowerment and clarity work hand in hand to drive project performance and outcomes; empowerment without clarity is chaos, and clarity without empowerment is stagnation.

Change is now a constant in project delivery. It is highly unlikely any innovation project will travel from idea to market without the organisational ecosystem in which it exists not undergoing one or more rounds of transformative change. Projects rarely go as planned, but a clear vision and effective planning create alignment, enabling teams to pivot quickly and anticipate change as conditions evolve. A shared understanding of goals, interdependencies and risks (not only technical, but the human dynamics in situations of change) helps teams to change course with confidence.

While emerging technologies will undoubtably be a powerful tool, providing adaptive planning capability and accelerated scenario modelling, it is ultimately human creativity and consensus-building that determines the best path forward. AI is built for speed, but not all speed is good. A PM’s role must also include productive friction – the pause before committing to a huge spend, the conversation to slow a rushed decision, or a checkpoint to sense check an AI powered recommendation. Problem-solving is more than processing data; it’s about interpreting ambiguity, adapting to change, and developing novel solutions that aren’t limited by pre-existing patterns – something only humans can truly do.

Project managers play a central role in navigating uncertainty whilst maintaining an anchor to desired outcomes, leading teams to focus on what we can control and supporting them to be flexible and adaptive in methods, ultimately applying judgment beyond what data alone can provide.

Maintaining strong collaboration in today’s increasingly remote and hybrid environments requires intentional effort. Face-to face team interactions are more often the exception versus the norm, meaning even with virtual tools, it is challenging to preserve the rich communication cues essential to understanding levels of engagement.

Less face-to-face time is a reality and has real consequence, with evidence that remote and hybrid models can intensify siloed behaviour. A study by MIT Sloan found that a lack of in-person interaction hinders knowledge-sharing – a critical element in building capability, meaning more structured and frequent touchpoints are necessary to replicate the spontaneous knowledge sharing lost in physical separation.

There are many stories that serve as cautionary tales about the consequences of misalignment and poor communication, the catastrophic failure of NASA’s Climate Orbiter being one. As with collaboration, communication challenges multiply in distributed and hybrid work environments, requiring project managers to design communication intentionally, ensuring messages are tailored, two-way and clear to the recipient – the inadvertent assumption that communication has been received and understood is a common error that can lead to costly misunderstandings and project derailments.

AI can process data, but it cannot read the unspoken tension between two departments. Wherever feasible, in-person gatherings will always provide the optimal route to build trust and strengthen interpersonal bonds, helping teams overcome the risks of siloed working. Embracing flexible engagement methods is key to foster more cohesive and innovative teams and within projects, the PM plays a key role in understanding and discussing the constraints and challenges with the team to develop optimal ways of working.

Looking forward, the project manager’s role will continue to evolve as a strategic business partner who marries leadership, governance and business objectives. While technology advances enable richer data and process efficiencies, the enduring need remains for leaders who excel in ‘Humanology’. Those who can orchestrate diverse teams, sustain shared vision and prioritise whilst exercising discerning judgement based on an understanding of business value. As projects grow, become more complex and teams are more distributed, the ability to unify people around common goals will be paramount.