I was inspired to post this article after someone said to me, “The drug development skills learnt in big pharma translate naturally to the biotech world … you just have a smaller budget”. While the technical skills are essentially the same, I feel strongly that the context and mindset in which they are applied are fundamentally different. This article highlights three ways in which “smart” small/medium-sized enterprises (SMEs) conduct drug development.Continue reading “3 Drug Development Principles for Smart SMEs”
As the 2015–16 English Premier League football season ends, I reflect on the lessons that smaller/medium sized enterprises (SMEs) can learn from Leicester City’s unlikely victory. In addition, to the usual lessons on how an underdog can triumph over much bigger competitors, I explore three other important lessons that are less obvious.Continue reading “Lessons from Leicester City’s success for Bioscience SMEs”
The trend of multinational pharma companies partnering with academia and small biotechs continues unabated. But given the additional risks inherent in such collaborations, how many of these partnerships will eventually lead to innovative new medicines?
Triggered by recently published studies on R&D performance, I have engaged in some interesting discussions over the past few weeks on where to focus productivity improvement efforts. Here in one contiguous article is my take on the key levers for improving productivity in a bioscience R&D organization.
Some interesting findings from an industry study on the operational performance drivers in clinical R&D were published earlier this month, many of them challenging established wisdom. In this article, I comment on these findings and look at their implications for both the big pharmas and especially the smaller biopharma SMEs.
As six months have now elapsed since its initial publication in the peer-reviewed journal Research-Technology Management (RTM), we reproduce here the full text of the paper authored by myself and Timo Lotta. This paper documents a comprehensive case study of how Orion Pharma’s R&D organization was transformed to implement a results-oriented “open R&D” model through proactive culture change.
Are the best project leaders for partnered projects th same as those with strong established track records of success in internal projects? The answer is, “Yes, but …” as I shall explain in this blog post
Timo Lotta and I are pleased to announce the publication of our paper in the peer-reviewed journal Research-Technology Management (RTM) . This paper documents a comprehensive case study of how Orion Pharma’s R&D organization was transformed to implement a results-oriented “open R&D” model through proactive culture change
Root Causes of the Pharmaceutical R&D Productivity Crisis
Why are success rates in pharmaceutical R&D so low? And unlike many other industries where technology has accelerated R&D, why has the productivity trend in pharmaceutical R&D been worsening over the past few decades? As the reasons are not obvious, I thought it would be illuminating to many of my blog readers if I summarized the key findings of the most influential studies and papers investigating the root causes of the pharmaceutical R&D productivity crisis. Full references to all the papers mentioned are provided at the end of this article.Continue reading “Root Causes of the Pharmaceutical R&D Productivity Crisis”
Some companies manage their important collaborators and alliance partners as if they were strategic suppliers. But this does not always make sense for every commercial and R&D alliance in today’s networked business world. In this article, we outline how the approach adopted for alliance management has evolved from the strategic sourcing and supplier relationship management paradigms, and discuss in more detail why it needs to go well beyond those roots in certain circumstances.Continue reading “Do you Manage your Alliance Partner like a Supplier?”