Resource Type: Inside Healthcare

New AusDoc research shows Australian GPs aren’t waiting for AI to earn their trust before they use it. For AI vendors targeting the profession, that’s not a barrier to plan around, it’s an opening.

Australian GPs are increasingly entering consultations that have already started without them. Patients arrive with self-researched diagnoses, treatment preferences, and safety concerns sourced from Google, AI tools, and social media.

Read how for pharma this shift redefines the engagement opportunity.

The Australian pharmaceutical sector has a reasonably healthy relationship with its communications agencies.

A new survey of pharma and biotech professionals shows 85% rate the agencies they work with as Good or better.

That’s a solid foundation and when you ask the best relationships to describe what great looks like, the answer is clear: “Real partners, they understand both commercial and strategic challenges.”

The gap between that experience and the average one is the story worth telling.

Australian doctors say the biggest opportunities for the pharmaceutical industry lie in four areas: improving access to medicines, providing practical clinical support, maintaining trust and transparency, and helping make healthcare easier to navigate.
These findings come from the AusDoc BIG Doctor Survey (Sept 2025, n=1,430).

GPs are managing more complexity than ever before, from rising patient expectations to evolving treatment pathways and time pressures within the consult.

While GPs remain the cornerstone of patient care, there are clear areas where additional support from the broader healthcare ecosystem, including pharma, can make a meaningful difference.

Most doctors are still unfamiliar with AI in healthcare, so clear, simple explanations matter. Position AI as a support tool that eases admin and improves workflows, rather than replacing clinicians. Real-world examples, strong regulatory and ethical safeguards, and low-risk trial opportunities can all help build trust.

Download the Infographic

An AI “supervisor” developed at the RACGP 2026 Hackathon highlights a new model for continuous GP development, delivering post-consultation feedback based on clinical notes. By prompting reflection, identifying blind spots, and suggesting targeted learning, it addresses the long-standing gap in supervision once doctors enter independent practice.

For health tech, this signals a scalable opportunity in workflow-integrated education and decision support, particularly for platforms that embed into clinical systems and demonstrate measurable impact.

For pharma, it points to a shift toward personalised, case-based engagement, where evidence and education are delivered in real clinical context rather than through traditional CPD channels.

Doctor burnout is reshaping Australian medical practice, with rising administrative burden and time pressure affecting how doctors engage with industry. Traditional approaches that add complexity or consume time are increasingly misaligned with doctors’ needs.

Clinicians are seeking concise evidence, practical tools, and support that reduces administrative load. Engagement that saves time and improves patient care is now far more valued than additional touchpoints.

This article argues that pharma and health tech companies must redesign engagement to prioritise efficiency, clarity and practical clinical support if they want to remain relevant and trusted partners.

The Australian general practice landscape is changing and so should pharma’s playbook. For years, pharmaceutical companies have focused their energy on reaching doctors. But the real gatekeepers of access, time, and influence increasingly sit just outside the consulting rooms: Practice Managers.

They may not prescribe drugs, but they decide who gets in the door, when, and on what terms. In a system under pressure, that power is only growing.

ADHD is no longer peripheral to Australian general practice. Rising patient demand, prolonged specialist wait times, and growing public awareness mean GPs are now central to ongoing ADHD care.

For pharmaceutical companies, this creates a clear opportunity, but also exposes the limits of traditional engagement models.

Doctors were clear that pharma delivers substantial scientific progress but equally clear that trust hasn’t kept pace. Addressing this gap between high innovation and low trust is exactly where the opportunity lies to reset the doctor–pharma relationship.