Strengthen external innovation
Challenge A new corporate strategy that focused on accessing increased innovation in a MidPharma’s core therapeutic area required extra global reach and capabilities to access external innovation External innovation activities were split between R&D and BD and not located in a way that would ensure both access to the right innovation and integration with the […]
Accelerate and focus deal-making
Challenge A mature biotech company could not fund the further development and commercialisation of all of its products, so needed good partners for its asset portfolio across different regions Not many global and regional partners were suitable for the company’s unique products that combined device and drug elements in clinical procedures Solution Crafted a strong […]
Create project-centric ways of working
Challenge A MidPharma was suffering from the complexity of a highly diverse portfolio of projects, multiple domains of functional expertise, and resource allocation pressures, resulting in project delays with insufficient pipeline progression and launch of valuable products The decision-making, roles and responsibilities and governance of R&D lacked a focus and sense of urgency for project […]
Create corporate focus for growth
Challenge Shareholders were pressurising the board of a MidPharma to prioritise its investments either regionally or therapeutically to drive short-term growth The board were split between doubling down on a successful product franchise and investing in new paths to grow, and incremental NPV analyses on each new opportunity were not helping Solution Clarified and focused […]
Transform the R&D organisation
Challenge Corporate management changes and profitability pressures in a MidPharma led to a new focus on the value that R&D was creating, and how productivity could be significantly improved The company had a multi-site fully integrated R&D organisation that had not delivered any new products to market for decades Solution Thoroughly and critically analysed the […]
Enter a new market effectively
Challenge A large MidPharma with an attractive late-stage pipeline sought to strengthen its commercial footprint in an important region for one of its therapeutic areas Key stakeholders were not aligned on whether to self-build, acquire or partner in order to best create value, as there was insufficient insight into how feasible each option was […]
Bayer settles but is its future path clear? (Deutsche Welle)
In light of Bayer’s $10.9 billion settlement over Roundup, Deutsche Welle asked John Rountree for his views on Bayer’s future Watch the full interview Discover John’s previous comments on Bayer here
Is a mega merger the best option? (CNBC)
In light of the announcement of AstraZeneca’s preliminary approach to Gilead Sciences, John Rountree, was invited on CNBC to discuss the merits of the merger. John discusses the merits of potential collaboration, highlighting existing collaborations in the industry, including AstraZeneca’s collaboration with The University of Oxford. Considering the potential merger, John sides with analysts to […]
AstraZeneca eyes up Gilead (Bloomberg)
AstraZeneca has made a preliminary approach to Gilead Sciences. The suggestion of a blockbuster pharma merger might be a sign that the industry is getting back to something resembling business as usual. Even successful Covid-19 treatments or vaccines are unlikely to be big moneymakers, meaning drugmakers face the return of old pressures to gain scale […]
Practical Patient Centricity
The pharmaceutical industry has multiple customers, including healthcare professionals and payers, but the ultimate customers are always patients. However, the reality for many companies is that patient centricity remains limited to words on mission statements, rather than embedded in day-to-day activity. Our white paper explores the ways in which companies are changing their business models […]