Cambridge Healthtech Institute’s 13th Annual
Portfolio Management
Aligning Portfolio and Productivity with Corporate Strategy to Drive Innovation and Value
October 23-24, 2018
In an environment of declining revenues and uncertain commercial success, biopharma, device and R&D companies need to continuously evaluate their portfolios. Manufacturers must make tough decisions about which products and projects to pursue to optimize
long-term revenue and reduce overall risk. Cambridge Healthtech Institute’s and the BioPharma Strategy Series’ 13th AnnualPortfolio Management: Aligning Portfolio and Productivity with Corporate Strategy to Drive Innovation attracts over 100 senior R&D executives from the pharma, biotech, device, IT, public and governmental communities who share best practices in project and portfolio management, R&D innovation, decision analysis, forecasting and the improvement
of operational models. Effective portfolio management requires the alignment of portfolio and productivity with corporate strategy, supporting agile development and adaptation of data into planning.
Final Agenda
Tuesday, October 23
Strategic Resource Management & Portfolio Management Forums
12:10 pm Welcome Portfolio Management Conference Registrants & Joint Session Luncheon Announcements
Micah Lieberman, Executive Director,
Conferences, BioPharmaceutical Strategy Series, Cambridge Healthtech Institute (CHI)
This year, the joint keynote session will begin with a networking Welcome Luncheon and Presentation. Attendees from Strategic Resource Management and Portfolio Management are invited to enjoy a delicious plated luncheon while networking and collaborating
with fellow attendees during an informative “Lunch-and-Learn” presentation.
12:15 LUNCHEON PRESENTATION: No Excuses Portfolio Management
Richard Sonnenblick,
PhD, CEO, Enrich
Many organizations avoid formal portfolio management altogether because the data and process requirements seem arduous. But these organizations avoid portfolio management at their own peril. In this talk, we’ll provide a roadmap that allows for
a more “manageable” approach to portfolio management. I’ll review a way to classify your portfolio data requirements, how much you can accomplish with just a little data, and how to build a roadmap for portfolio process improvements.
1:25 Chairperson’s Opening Remarks for Shared Keynote Session
Ian Popoff, Senior Director, Strategic Portfolio Management, Pfizer
1:30 Portfolio Optimization: Where Science and Business Meet
Helen Merianos, PhD, Vice President, Portfolio Management, GSK
Determining the best investments to maximize the value of the R&D pipeline is a challenging problem because we are betting on innovation which can be hard to predict. Managing uncertainty and leveraging advanced analytics can help us make better
informed decisions. Integrating scientific insights with typical investment financials is one way to incorporate multiple perspectives and increase the likelihood of achieving your strategic objectives.
2:00 Advanced Analytics in Pharma Development: Dream or Reality?
Keith Gardner, Senior Director, Decision Science, AstraZeneca
Decision science, machine learning and artificial intelligence hold immense promise in drug development and portfolio choices. We discuss what has worked at AstraZeneca, what is coming along presently, what is on the near horizon and what could
deliver startling results. Examples include recruitment modeling, trial design and endpoint analysis, value as a function of time and competitive landscape plus complex portfolio trade-offs. AstraZeneca is leading the way toward very sophisticated
approaches using data, algorithms, opinions, modeling and guile.
2:30 Leveraging the Wisdom of the Crowd to Optimize Your Portfolio
Robert Boland, Associate Director, Emerging Science and Innovation
Strategy, Johnson & Johnson
Prediction markets and crowdsourcing have been leveraged for some time by some of the biggest companies in the world. Discover how companies such as Johnson & Johnson are leveraging these innovative approaches in unique ways to capitalize
on the knowledge of their employees, while driving strategic insights and key decision making on some of their most important portfolios.
3:00 Breakout Discussion Groups Remarks & Introduction to Tables and Moderators
Daniel Patrick, MBA, Director, Business Consulting, Grant
Thorton
3:05 Refreshment Break with Exhibit Viewing
3:45 Interactive Breakout Discussions
Concurrent breakout discussion groups are interactive, guided discussions hosted by a facilitator or set of co-facilitators to discuss some of the key issues presented earlier in the day’s sessions. Delegates will join a table of interest
and become an active part of the discussion at hand. To get the most out of this interactive session and format please come prepared to share examples from your work, vet some ideas with your peers, be a part of group interrogation and
problem solving, and, most importantly, participate in active idea sharing. >> SEE DETAILS
- Creating a Governance Body and Corporate Structure to Enable Agile Decision Making
- Making Hard Decisions: Building a Portfolio That Balances Short- and Long-Term Objectives
- Balancing Internal R&D Investments and Resources with External Collaborations
- How Do Companies Do Portfolio Management within TA’s and across the Pan-Company Portfolio?
- Right Sizing: How Can Capacity Management Contribute to Right Sizing and Outsourcing?
- Aligning Portfolio & Productivity with Corporate Strategy to Drive Strategic Resource Allocation
4:30 Breakout Discussions Summary Report Outs
At the end of the interactive breakout discussions, a representative from each table will offer a summary report out.
5:00 Close of Day
Wednesday, October 24
8:00 am Morning Coffee
8:25 Chairperson’s Remarks
Raveen Sharma, Life Sciences Practice Specialist Leader, Deloitte Consulting LLP
8:30 KEYNOTE PRESENTATION: Measuring Quality in the Portfolio – Revisited
Ian Popoff, Senior Director, Strategic Portfolio Management, Pfizer
We previously presented a retrospective on how Portfolio Quality could be measured, and how our initial approach met with resistance. Now we follow up with how our revised approach is gaining traction.
9:00 Visual Management to Improve Portfolio Performance
Dianna Ambach, Senior Project Manager, Biologics
PMO, Sanofi
Developed with Frances Smith, Associate Director, Portfolio Management, Sanofi
In 2017, the campus implemented daily visual management boards to improve the performance of the portfolio. We have seen an improvement on site metrics and widened the knowledge gap for all project managers. Once projects are executed
there needs to be an expectation of right first time and current daily updates. The portfolio will thrive once “right first time” is the norm. Managing many projects within your portfolio can be easier with visual management!
9:30 Predicting clinical trial success with Artificial Intelligence
Armin Schneider, MD, PhD, Vice President, Scientific & Medical Affairs, Pharma & Biotech, Molecular Health GmbH We present a machine learning algorithm to
predict likelihood of clinical trial success. The algorithm is built upon diverse feature domains extracted from our knowledge platform Dataome®, encompassing trials, sponsor, drugs, targets, as well as disease, pathways, and -omics
parameters. We employed extensive feature engineering and systematic algorithm selection. Molecular Health’s Predictive Engine predicts clinical trial outcomes with high accuracy and precision and can support Pharma drug development
program selection and prioritization and portfolio optimization.
10:00 Coffee Break with Exhibit Viewing
10:40 Strategic Alignment for Process and Technology Project Portfolio Management
Matthew Kokkonen, MBA, Director, Portfolio
Management and Governance, CSL Behring
Though some process and technology projects have a clear ROI, their true scope of impact can be difficult to quantify per future cash flows. Leveraging a process framework, tied to project portfolio management, enables a rich conversation
to inform strategic valuation of a project (vis-à-vis other projects) for an organization. Furthermore, the common language of a global process framework engages stakeholders to make the best trade-off decisions or and track
value through delivery of a new capability (process or technology). This presentation provides an overview of a framework to compliment more traditional ROI analysis for project portfolio management.
11:10 Spurring Deal Flow of Early Stage Assets with a Capital Efficient De-Risking Engine
Christine
McCauley, Partnering Operations Lead, Senior Scientist, Early Proof of Concept, Johnson & Johnson
Looking to increase deal flow of quality, novel, de-risked technologies? Have you been burned in the past by companies or assets that over-promised and under-delivered? This talk will show you the approach that the Early Proof of Concept
group at Janssen took to address a need to identify innovative technologies at minimal financial and scientific risk by utilizing a unique collaborative approach to wet diligence.
11:40 CO-PRESENTATION AND PANEL: Accessing Technologies Emerging from Academia: A Novel Model to De-Risk Technologies
Roman Fedorovsky, President and CEO, Philadelphia
Accelerator, AmpTech
Michele Washko, MBA, Program Manager, BioStrategy
Partners
J. Todd Abrams, PhD, Senior Director, New Ventures
and Business Development, Technology Commercialization, Temple University
Academic institutions can be a good source of technologies for your portfolio, but they are often of unknown reliability, invented by a faculty who is unfamiliar, and from a University with whom we have no experience. BioStrategy Partners
(a 501(c)3), functioning as an academic consortium, has developed a model to mitigate these issues, first around pharmaceutical discoveries and now around devices. This novel device program has been developed in collaboration with
Amptech, a new commercialization center focusing on device development. The process provides a direct mechanism for companies to identify technologies of interest, provide input into its specifications and observe the behavior
of the device, inventor, and TTO during the performance of early commercial characterization and development.
- A new model to improve access to medical devices emerging from academia to add to your portfolio
- De-risking technology; Inventors; and Tech Transfer
- Medical Device program vs. Therapeutics program
- How the new “AmpTech Germinator” program works to de-risk devices via a stage-gated process
12:10 pm Luncheon Presentation (Sponsorship Opportunity Available) or Enjoy Lunch on Your Own
(Please contact Katelin Fitzgerald +1.781.972.5458, kfitzgerald@healthtech.com)
1:25 Chairperson’s Remarks
Christine McCauley, Partnering Operations Lead, Senior Scientist, Early Proof of Concept, Johnson & Johnson
1:30CO-PRESENTATION: Holistic Planning and Resource Management When Bridging between R&D and Manufacturing
Jess Nauman, PhD, Operations Analyst, Product Development, Portfolio Strategy and Integration, Bristol-Myers Squibb
Mark Bedard, Project Manager, Devens Biologics Manufacturing
PMO, Bristol-Myers Squibb
The growth of BMS’s large-scale biologics manufacturing site in MA, with becoming a multi-product commercial facility, launch of clinical and small scale commercial manufacturing operations, and increase in Global Stability support
has significantly increased resource demands and amplified the need for a comprehensive resource management solution. This presentation will compare and contrast the key principles in resource management between manufacturing and
more mature R&D planning and modeling solutions and highlight some of the challenges manufacturing facing organizations encounter in this space. It will offer a real-world example of the design and development of solutions
to validate resource capacity/demand for budget and projections and for the strategic allocation of resources to support the needs of critical business operations in manufacturing organizations.
2:10 Using Scenario Planning to Analyze Portfolio Risk and Value Under Uncertainty
Eric Moss, MBA, Director, Portfolio & Decision Analysis,
Pfizer
Create a strategy that optimizes the portfolio across multiple scenarios rather than one. Minimize risk by building contingency strategies that mitigate against downside scenarios. Address optimism bias through scenario planning and
including downside risks. Addresses the inherent risk in portfolio strategies and how to plan for downside events. Builds on portfolio management practices by including risks and mitigation strategies.
2:40 Creating a Governance Process to Enable Effective Portfolio Decision Making
Michael Kennedy, PhD, MBA, Director, Alliance
Management, Business Development & Licensing, Bayer AG
Developing a corporate governance process to enable agile portfolio decision making takes time and requires buy-in from stakeholders. What is the optimal governance body and corporate structure that will help drive this process? How
do companies with mature and immature capabilities move forward? How can decision-makers balance internal R&D investments and resources with external collaborations within this process? This presentation will address these
questions and provide practical guidelines for effective portfolio decision making.
3:10 CASE STUDY: Can Gaming Play Nicely with Pharma
Joseph Koziak, CEO, Executive, Amblyotech, Inc.
Amblyotech is a life sciences company that has partnered with Ubisoft, a gaming company. The collaboration created the Amblyotab, a novel, patented medical device to treat Amblyopia, a condition that has remained effectively untreated
for over 300 years.
3:40INTERACTIVE PANEL: Large vs. Small Company Processes for Portfolio Management
Daniel Patrick, MBA, Director, Business Consulting,
Grant Thorton
Greg Bayer, Head of Strategy & Operations, Business Insights
& Analytics, R&D, Bristol-Myers Squibb
Alison Conlon, Vice President, Program & Portfolio
Management, bluebird bio
Panelists will be addressing differences in approaches and lessons learned in managing R&D portfolios at large pharmaceutical companies vs. small biotechs. The panelists will discuss topics such as the following:
- Given available resources and pressures from internal and external stakeholders, what trade-offs are made in large pharma vs. small biotech companies in managing their R&D pipelines?
- What are the differences in decision-making criteria when evaluating an R&D project?
- How do the firms manage resources?
- How do they evaluate insourcing vs. outsourcing decisions?
- How are the portfolio governance processes similar; how are they different?
4:10 Chairperson’s Closing Remarks
4:15 Close of Portfolio Management Executive Forum
(Strategic and Operational Challenges of Oncology/I-O Drug Development on Thursday-Friday, October 25-26)