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Population-level data have suggested that bacille Calmette-Guerin (BCG) vaccination may lessen the severity of Coronavirus Disease-19 (COVID-19) prompting clinical trials in this area. Some reports have demonstrated conflicting results. We performed a robust, ecologic analysis comparing COVID-19 related mortality (CRM) between strictly selected countries based on BCG vaccination program status utilizing publicly available databases and machine learning methods to define the association between active BCG vaccination programs and CRM. Validation was performed using linear regression and country-specific modeling. CRM was lower for the majority of countries with a BCG vaccination policy for at least the preceding 15 years (BCG15). CRM increased significantly for each increase in the percent population over age 65. A higher total population of a country and BCG15 were significantly associated with improved CRM. There was a consistent association between countries with a BCG vaccination for the preceding 15 years, but not other vaccination programs, and CRM. BCG vaccination programs continued to be associated with decreased CRM even for populations < 40 years old where CRM events are less frequent.

The scientific community has already witnessed tremendous breakthroughs in genetic medicine and expects the pace of new discoveries to increase exponentially in coming years. The time is ripe for pharmaceutical and biotechnology companies to consider the implications of these advances for their own businesses and to develop appropriate strategies, for the ability to tailor drugs to the genetic makeup of individual patients - known in the industry a pharmacogenics - represents a watershed for the industry. Although the strategic implications of this breakthrough will certainly become more clear as the technology evolves, some are clear already.

Prioritize hiring senior digital leaders to attract talent and sharpen your value proposition Ultimately, performance is defined by your talent and technology strategies and the capabilities of the senior leadership, such as lead data scientists, driving the transformation. [...]our experience shows that taking shortcuts can delay transformations by six months to a year or more. [...]organizations should go further and be proactive in setting up the digital leader for success—ensuring that the CDO has influence and a seat at the table and that the program is large enough to require commitment and conviction from the C-suite. 2. [...]companies tend to compete with other local companies to attract key technical roles. [...]team dynamics within the cultural landscape are important: employers should pay close attention to their collaboration models, carefully considering the importance some employees attach to working with groups outside of their own specialties, such as data engineers working with the business function.