2016 Archived Content
November 2-3, 2016
.png "Red Chess Large")
14th Annual
Enhanced R&D Productivity, Forecasting and Planning
Although investment in pharma R&D continues to increase, approval of new drugs remains relatively low. This productivity crisis presents new challenges to biopharma R&D in terms of resource management, forecasting, and capacity planning. To counteract the decline in new therapeutics and high risk of product failure, biopharma must adapt with improved performance planning, intelligent outsourcing, and new big data analytics aimed at developing strategic and flexible resource management systems. Cambridge Healthtech Institute’s and the BioPharma Strategy Series’ 14th Annual “Strategic Resource Management: Enhanced R&D Productivity, Forecasting and Planning”, attracts over 100 senior R&D executives sharing best practices and new ideas on how to enhance R&D productivity, forecasting and planning with important discussions on optimizing resource management, outsourcing, innovation, R&D, clinical capacity planning, forecasting and business intelligence strategies.
Wednesday-Thursday, November 2-3, 2016
Wednesday, November 2
7:30 am Registration and Morning Coffee
8:40 Organizer’s Welcome
Micah Lieberman, Executive Director, Conferences, BioPharmaceutical Strategy Series, Cambridge Healthtech Institute (CHI)
8:45 Chairperson’s Opening Remarks
Grant Morgan, Ph.D., Senior Vice President, Portfolio Planning, Systems & Analytics, BTG International, Inc.
8:50 OPENING KEYNOTE: Engaging Project Teams Directly to Ensure Data Integrity and to Improve Decision Making
Chetan Panwala, Ph.D., MBA, Senior Director, Head of Project Management, Halozyme Therapeutics, Inc.
There are numerous philosophies and methodologies for making portfolio management decisions. Each organization must decide what methods and processes work for them. Central to most portfolio decision making is the use of analytics to understand opportunity value and to maximize the net value of the portfolio. Modern project management is a function that is often underutilized in gathering analytic data. Optimizing processes and creating project management standards can reduce the risk of gaming data to influence decisions, and yield defendable and most importantly consistent data, thus effectively facilitating better portfolio decisions.
9:30 SPECIAL GUEST AUTHOR:
Getting Teams Aligned on Strategy: Why Groups Fail to Execute on Goals and What to Do about It
Derek Newberry, Business Anthropologist; Learning Director, Aresty Institute of Executive Education and Lecturer, The Wharton School of the University of Pennsylvania; Author “Committed Teams”
As the pharmaceutical industry goes through a period of change, effective collaboration will be more crucial than ever. Particularly when it comes to developing and executing new strategic priorities, the human factor in organizations has to be well-managed for these initiatives to be successful. Most strategic initiatives fall short of their goals, and one of the biggest reasons is that the teams charged with developing and implementing strategy become misaligned or underperform. In this session, we step through a simple framework for creating high-performing teams that make better strategic decisions and are able to execute effectively. This framework is based on research on collaboration conducted in Wharton’s Executive Development Program.
10:00 Networking Coffee Break
10:35 How to Reforecast Your Portfolio’s Resource Demand in a Dynamic Environment
Richard Wilner, Director, North America, Portfolio Management Office, Sanofi
Your portfolio of projects changes in ways you could never predict. With each change, the types of resources you need -- and when you need them -- also change. How can you capture your portfolio changes and feed them into your resource forecast? This talk will present one model for accomplishing this in a way that’s lightweight and sustainable.
11:05 CO-PRESENTATION: Practical Solutions in Functional Resource Planning: Two Case Studies
Michael Ferrante, Director, Global Regulatory, Safety and Biometrics, Bristol-Myers Squibb
Melquiades de Jesus, Director, R&D Operations, Bristol-Myers Squibb
With an enterprise-wide project management tool in place at Bristol-Myers Squibb for over 10 years, there is always a delicate balance between the enterprise needs and the functional needs for resource planning, project management, and portfolio planning. This presentation will explore how different functional areas --- biostatistics and pharmacovigilance – are using the enterprise tool to achieve their functional resource planning goals while strengthening the overall enterprise planning capabilities.
11:45 A Collaborative Approach to Resource Planning with Binocs
Geert Vanhove, Founding Partner, bluecrux
Binocs resource planning: have visibility into incoming demand and pro-actively align with your resource capacity. Act on capacity problems far before they cause last-minute staffing changes, extra shifts, hiring interim workers or worse, delivering late. With seamless portfolio management integration and a unique approach to scenario planning, teams collaboratively find solutions for capacity bottlenecks in no time.
12:00 pm LUNCHEON PRESENTATION: See the Forest and the Trees
Donna Gandt, Vice President, Unanet
Guest Speaker to be Announced
This presentation will feature case studies on how to: strategically leverage your resources to optimize utilization; enhance productivity, maximize performance metrics and forecast future performance.
1:25 Chairperson’s Remarks
Richard Wilner, Director, North America, Portfolio Management Office, Sanofi
1:30 Data Visualization and Dashboards for Decision Support: Everything You Wanted to Know about Data Visualization…
Geoff Kremer, Associate Director, CMR Informatics, Strategy & Operational Effectiveness, Novo Nordisk
Data visualization can be leveraged as a key component to storytelling and enhancing business understanding within your organization. Strong data visualization capabilities will help improve overall communication and alignment with your audience. This discussion will summarize various aspects related to data visualization, including: data viz best practices, performance of visualizations, developing your team, and overview of various visualization tools.
2:00 CASE STUDY CO-PRESENTATION: (Re) Designing a Time Tracking System to Provide Meaningful Information about a Diverse Global Organization
Josh Kaminetz, Director, Resource Management, Global Regulatory Affairs and Clinical Safety, Merck
Tony Dybicz, Associate Director, Resource Management, Global Regulatory Affairs and Clinical Safety, Merck
Our global regulatory and safety organization was utilizing a time tracking system that was originally designed to support the broader R&D organization. Because of some limitations and exemptions, only roughly 50% of our total work was being tracked in a meaningful way. This discussion will talk about how the initiative leads revamped the processes and systems to collect data in a meaningful way, while dealing with the challenges of ensuring the user experience for a large, diverse organization isn’t overly burdensome.
2:40 Not Ready for a Custom Predictive Clinical Resource Modeling & Portfolio Planning Enterprise System? - Building a Customized Solution from the Ground Up to Better Guide Decision Making
Grant Morgan, Ph.D., Senior Vice President, Portfolio Planning, Systems & Analytics, BTG International, Inc.
This talk will expand on earlier themes of driving effective portfolio management decisions from coherent use of project management best practices. Analytic-based decision making is enhanced by tools that combine ease of use, agnostic data input flexibility and meaningful, impactful output. Within the pharma / medical device space there is a solution gap between simple excel portfolio modeling and the off-the shelf, fully integrated enterprise portfolio management systems often used by larger companies. I will explore the development and use of a bespoke enterprise portfolio management solution that offers many of the capabilities of enterprise portfolio management systems built within a software data visualization platform. I will demonstrate how, using standardized data inputs and impactful, fully interactive and customizable web-based portfolio management dashboards and reports you can provide easy access and broadly disseminate your companies R&D portfolio value growth drivers to key stakeholders across your company.
3:10 Aligning Portfolio & Productivity with Corporate Strategy to Drive Strategic Resource Allocation
Thomas Forissier, Deputy Director, Strategy Planning & Management, Global Health, Bill & Melinda Gates Foundation
As a non-profit funder focused on innovation, the Bill & Melinda Gates Foundation has to optimize its investment on 3 dimensions: 1) impact, 2) responsiveness to scientific developments, and 3) its role in the global health ecosystem. The presentation will describe how we set up such an approach, and what we learnt along the way. While not for profit, the Bill & Melinda Gates Foundation is trying to address one of the core challenges of pharma: how to drive innovation from early research and discovery to development, while always thinking about ROI.
3:40 Breakout Discussion Groups Introduction
3:45 Refreshment Break with Exhibit Viewing
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.
The Breakout Discussion session will be run two times, on Wednesday afternoon just before the reception and Thursday afternoon at the end of the day.
TABLE 1: Using Project Milestones as Principle Objectives of Development (PODS) for Resource Planning and Portfolio Management
Moderators:
Cleat Jerden, Director Strategic Planning and Operations, CMC Integration, Amgen
Samantha Fairbairn, Senior Manager Strategic Planning and Operations, Attribute Sciences, Amgen
- How do development functions align on key milestones and activities to plan their resources and work?
- Are portfolio management software programs improving portfolio planning?
- Are capacity management and portfolio management managed through the same team, or are they separate teams with different outputs?
TABLE 2: Partner vs. Vendor: Are You Getting the Value Out of Your Vendor Management Strategy?
Moderators:
Matthew Kokkonen, Associate Director, IT, BioMarin Pharmaceutical LLC
Larry Radowski, MBA, Managing Director, Strategy and Business Development, Integrated Project Management, Inc. (IPM)
Tom Defay, Ph.D., Defay Drug Discovery, Program Management, and Informatics, LLC
- Each year services firms receive ~$2 Billion for impractical data and poorly implemented recommendations (per HBR). To minimize this risk, clients should better understand what consulting and consultants can actually accomplish: Likewise, consultancies need to better understand and deliver per industry’s needs today.
- What does industry need from a consultancy? How have you benefited from a consultancy? (e.g. Information vs. Problem Solving, Referee vs. Consensus Building, Outsourcer vs. Life-long Adviser)
- What does a consultancy need from industry in order to succeed? (e.g. frameworks vs. work accomplished)
- How effective are “best practices” when managing consulting resources around vendor management/consultancy at meeting organization’s needs today? Is a company’s structure and culture aligned with how they partner with consultancies?
TABLE 3: Quantification of Uncertainty: What Can We and What Should We Quantify?
Moderators:
Daniel Zweidler, Ph.D., Senior Fellow, Mack Institute for Innovation Management, The Wharton School, UPenn; President, DZA, Inc.
Robert Boland, MBA, Associate Director, Emerging Science and Innovation Strategy, Johnson & Johnson
- Historical perspective, how good are we at predicting revenues (please come prepared with real examples)
- When do you know that you have an impactful drug in your pipeline?
- How does this impact your decision making?
TABLE 4: Portfolio Management at The Speed of Light: The Impact of Game Changing Therapies On Portfolio Planning
Moderators:
Jeff Mumford, Managing Director, East Region, Integrated Project Management, Inc. (IPM)
John Phillips, Managing Director, Life Science Lead for Capital Efficiency Practice, Deloitte Transactions and Business Analytics LLP
Richard Sonnenblick, Ph.D., CEO, Enrich Consulting
- What is the impact that the new immuno-oncology wave has had on regulatory time lines, strategies and ability to plan portfolios?
- What Therapeutic Areas are showing the greatest opportunity and also bringing new challenges?
TABLE 5: Optimizing Resource Management’s and Your PMO Office’s Business Impact: Data vs. Emotions in Decision Making?
Moderators:
Richard Wilner, Director, North America, Portfolio Management Office, Sanofi
Charles Dormer, Principal, APEX STP
Jared Fantasia, Head, Global Portfolio & Project Management Operations (GPPM), Johnson & Johnson
- What is the business case for resource management? What impact do you expect it to have on your business?
- How can you create a culture from being driven by anecdotes and opinions, to being driven by insights based on data? Have you done this?
- How can an organization like a PMO change the organization through influence without requiring or relying on solid-line reporting authority?
- Are your decision driven by data or emotion?
TABLE 6: Consolidation and Break-Ups Among Life Sciences Companies and Vendors: What are the Trends and What do They Mean?
Moderators:
David Davidovic, Founder, pathForward; former VP and Global Head, Commercial Services, Genentech and Roche
John Fischer, MBA, Project Management Consultant, Integrated Project Management Company, Inc. (IPM)
Charles Alsdorf, Managing Director and Capital Efficiency National Practice Leader, Deloitte Transactions and Business Analytics LLP
- Life sciences companies have been consolidating with M&A activity for years. Will this trend continue or will some behemoths break up into pieces?
- Vendors into the industry have been consolidating in efforts to expand product and service portfolios and further penetrating their customer bases. Will this continue? Who wins in these mergers?
- How are companies managing transitions to minimize disruption?
TABLE 7: Leveraging Private-Public Partnerships and Alternative Business Models to Drive Innovation in Global Health
Moderators:
Thomas Forissier, Deputy Director, Strategy Planning & Management, Global Health, Bill & Melinda Gates Foundation
George Santangelo, Ph.D., Director, Office of Portfolio Analysis (OPA), Division of Program Coordination, Planning, and Strategic Initiatives (DPCPSI), National Institute of Health (NIH)
- How can both the Public and the Private partners achieve a sustainable model for both parties?
- What would it take for the private sector to commit best resources and assets to global health (beyond corporate social responsibility)? What incentives need to be in place? What might be the levers to lower the cost of opportunity? Where might the first areas of collaboration be (i.e., where should we start)?
- What have we learned from past examples on how to structure such endeavors?
View Breakout Discussion Groups Page
5:00 Welcome Reception with Exhibit Viewing
6:00 Close of Day
Thursday, November 3
8:00 am Morning Coffee
8:25 Chairperson’s Remarks
Geoff Kremer, Associate Director, Strategy & Operational Effectiveness, Novo Nordisk
8:30 CO-PRESENTATION: Don’t Just Be Efficacy Driven, Be Value Driven: Moving beyond Efficacy to Outcome-Based Treatments that Address Your Ecosystem’s Needs…and Actually Doing It!
Justin Zamirowski, Senior Director, Operational Excellence, Edge Therapeutics, Inc.
Tim Dyer, Director, Program and Product Management, Edge Therapeutics, Inc.
Both large pharma and small biotech companies need to understand how the changing healthcare environment is putting pressure on companies and forcing evolution in product development strategies. We must design a value-based approach to generate the right data that matters to ensure adoption at launch and beyond for all ecosystem stakeholders. In order to accomplish this, one must establish the right talent base, data and business intelligence to deliver on your product’s promise.
9:10 CO-PRESENTATION: Improving Functional Resource Management and Portfolio Prioritization in Amgen’s Process Development Business
Cleat Jerden, Director, Strategic Planning and Operations, CMC Integration, Amgen
Samantha Fairbairn, Senior Manager, Strategic Planning and Operations, Attribute Sciences, Amgen
Amgen’s Process Development is a complex organization of ~2000 staff across various functions supporting both large and small molecules. This organization has developed a process for portfolio prioritization, combining improved functional resource management with portfolio prioritization and governance. This concept is not new, but has been successfully implemented at Amgen due to improved understanding of product timing and requirements as well as refined tools to model, plan, and track resources within the functions. Outputs have been developed which allow visual analysis, rapid decision making and quick communication to improve staff alignment with the portfolio.
9:50 Sponsored Presentation (Opportunity Available)
10:05 Coffee Break with Exhibit Viewing
10:45 Partnering as an Essential Tool in Effective Portfolio Management and Resource Allocation
Astrid Maria Dahl, Ph.D., MBA, Executive Business Development Director, Oncology, AstraZeneca
Active portfolio management is key to ensure optimal allocation of resources to the most valuable and strategic projects. As part of this process, partnering with external parties is increasingly key. In-licensing and collaborations are used as a key tool to fill portfolio gaps while out-licensing and other externalization efforts can help move assets forward which are not getting sufficient internal resource. The presentation will provide key recent examples from AstraZeneca and other industry players on how licensing and creative collaborative structures involving two or more parties from pharma, biotech and academia can help shape a portfolio and create win-win for all involved. There will be recent examples of risk-sharing arrangements allowing the progression of key portfolio compounds.
11:15 Evidence-Based Portfolio Analysis in R&D Strategic Planning at NIH
George Santangelo, Ph.D., Director, Office of Portfolio Analysis (OPA), Division of Program Coordination, Planning, and Strategic Initiatives (DPCPSI), National Institutes of Health (NIH)
As the largest funding agency driving the innovation in biomedical health, NIH is applying quantitative and qualitative portfolio analysis in program evaluation, strategic planning, and resource allocation, including leveraging partnerships with the private sector. This presentation will share our lessons learned in using an evidence-based approach in government strategic planning and resource allocation and our approach to the building of public-private partnerships.
11:45 Sponsored Presentation (Opportunity Available)
12:00 pm Session Break
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 pm WELCOME LUNCHEON PRESENTATION: Embracing Real-Time Portfolio Management to Build Trust and Make Effective Decisions
Richard Sonnenblick, Ph.D., CEO, Enrich Consulting
Portfolio management is difficult because of its myriad moving parts: Multiple decision makers, tens of projects, dozens of project team members, hundreds of inputs, and thousands of changes to project details leading up to a portfolio review. In this talk, we’ll discuss what it takes to create project-level scenarios, keep audit trails of all project changes, and report on every aspect of a portfolio in real-time, without relying on labyrinthine spreadsheets or endless PowerPoint decks.
1:25 Welcome Portfolio Management Conference Registrants & Joint Session Announcements
Micah Lieberman, Executive Director, Conferences, BioPharmaceutical Strategy Series, Cambridge Healthtech Institute (CHI)
1:30 Chairperson’s Opening Remarks for Shared Keynote Session
Charles Alsdorf, Director and Capital Efficiency Leader, Deloitte Transactions and Business Analytics LLP
1:35 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.
2:15 Strategic Resource Management and the Value of an Enterprise System to Enhance R&D Productivity and Inform Business Decisions
Jean Lee, Ph.D., Vice President, Portfolio & Project Management, Global Product Development, Pfizer R&D
In a constantly evolving business environment, R&D leaders are utilizing the totality of the information to inform project decisions and optimize their portfolios. A number of case studies will be shared to demonstrate how a fully integrated planning and forecasting system, which includes all projects in the portfolio from candidate nomination to LOE, has been utilized to drive business decisions. The utility of the system for scenario planning and to support alliances/co-development projects will be discussed.
2:45 Diversification Strategies in Pharmaceutical Portfolios: Hedging Downside and Upside Risk?
Jonathan Freeman, Ph.D., Senior Vice President and Global Head, Strategy Development & Portfolio Management, EMD Serono
Through lifecycle management and other lower-risk diversification strategies, pharmaceutical companies have become familiar if not adept at covering downside "catastrophic" risk scenarios. Although these approaches ensure comfort in delivering market-tracking growth, by definition they cannot be expected to offer outperform potential. How can pharma ensure that it can retain upside risk in its portfolio at a price that it can afford, and can that price be reduced by turning the unilateral risk into collective uncertainty through effective risk pooling and partnering?
3:15 INTERACTIVE PANEL DISCUSSION: Opportunities and Leading Practices in R&D-Commercial Collaboration
Historically, the R&D and Commercial functions in biopharma companies have operated fairly independently from each other, passing the proverbial baton along the product lifecycle. As a result, some products fail to come to market or, when they do, they may not meet their true potential. In this panel discussion, we will hear about the opportunities for earlier and deeper collaboration, as well as examples where this collaboration has made a difference:
- What has been the collaboration environment and what factors have contributed to these functions operating independently and sequentially?
- What are some recent examples where greater collaboration is leading to tangible results?
- What does that collaboration look like?
- What can everyone learn from the medical devices field where the R&D and engineering functions are very close to the marketplace, including customers, payers and patients?
Moderator:
David Davidovic, Founder, pathForward; former VP and Global Head, Commercial Services, Genentech and Roche
Panelists:
Richard Murray, M.D., Vice President and Deputy Chief Patient Officer, Merck
Stephanie Brown, MBA, Vice President, Head Specialty Business Unit, Takeda Pharmaceuticals US
Svetlana Pidasheva, Ph.D., Director, Global Scientific Communications and Publications, Sanofi
4:00 Breakout Discussion Groups Introduction
4:05 Refreshment Break with Exhibit Viewing
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.
The Breakout Discussion session will be run two times, on Wednesday afternoon just before the reception and Thursday afternoon at the end of the day.
TABLE 1: Using Project Milestones as Principle Objectives of Development (PODS) for Resource Planning and Portfolio Management
Moderators:
Cleat Jerden, Director Strategic Planning and Operations, CMC Integration, Amgen
Samantha Fairbairn, Senior Manager Strategic Planning and Operations, Attribute Sciences, Amgen
- How do development functions align on key milestones and activities to plan their resources and work?
- Are portfolio management software programs improving portfolio planning?
- Are capacity management and portfolio management managed through the same team, or are they separate teams with different outputs?
TABLE 2: Partner vs. Vendor: Are You Getting the Value Out of Your Vendor Management Strategy?
Moderators:
Matthew Kokkonen, Associate Director, IT, BioMarin Pharmaceutical LLC
Larry Radowski, MBA, Managing Director, Strategy and Business Development, Integrated Project Management, Inc. (IPM)
Tom Defay, Ph.D., Defay Drug Discovery, Program Management, and Informatics, LLC
- Each year services firms receive ~$2 Billion for impractical data and poorly implemented recommendations (per HBR). To minimize this risk, clients should better understand what consulting and consultants can actually accomplish: Likewise, consultancies need to better understand and deliver per industry’s needs today.
- What does industry need from a consultancy? How have you benefited from a consultancy? (e.g. Information vs. Problem Solving, Referee vs. Consensus Building, Outsourcer vs. Life-long Adviser)
- What does a consultancy need from industry in order to succeed? (e.g. frameworks vs. work accomplished)
- How effective are “best practices” when managing consulting resources around vendor management/consultancy at meeting organization’s needs today? Is a company’s structure and culture aligned with how they partner with consultancies?
TABLE 3: Quantification of Uncertainty: What Can We and What Should We Quantify?
Moderators:
Daniel Zweidler, Ph.D., Senior Fellow, Mack Institute for Innovation Management, The Wharton School, UPenn; President, DZA, Inc.
Robert Boland, MBA, Associate Director, Emerging Science and Innovation Strategy, Johnson & Johnson
- Historical perspective, how good are we at predicting revenues (please come prepared with real examples)
- When do you know that you have an impactful drug in your pipeline?
- How does this impact your decision making?
TABLE 4: Portfolio Management at The Speed of Light: The Impact of Game Changing Therapies On Portfolio Planning
Moderators:
Jeff Mumford, Managing Director, East Region, Integrated Project Management, Inc. (IPM)
John Phillips, Managing Director, Life Science Lead for Capital Efficiency Practice, Deloitte Transactions and Business Analytics LLP
Richard Sonnenblick, Ph.D., CEO, Enrich Consulting
- What is the impact that the new immuno-oncology wave has had on regulatory time lines, strategies and ability to plan portfolios?
- What Therapeutic Areas are showing the greatest opportunity and also bringing new challenges?
TABLE 5: Optimizing Resource Management’s and Your PMO Office’s Business Impact: Data vs. Emotions in Decision Making?
Moderators:
Richard Wilner, Director, North America, Portfolio Management Office, Sanofi
Charles Dormer, Principal, APEX STP
Jared Fantasia, Head, Global Portfolio & Project Management Operations (GPPM), Johnson & Johnson
- What is the business case for resource management? What impact do you expect it to have on your business?
- How can you create a culture from being driven by anecdotes and opinions, to being driven by insights based on data? Have you done this?
- How can an organization like a PMO change the organization through influence without requiring or relying on solid-line reporting authority?
- Are your decision driven by data or emotion?
TABLE 6: Consolidation and Break-Ups Among Life Sciences Companies and Vendors: What are the Trends and What do They Mean?
Moderators:
David Davidovic, Founder, pathForward; former VP and Global Head, Commercial Services, Genentech and Roche
John Fischer, MBA, Project Management Consultant, Integrated Project Management Company, Inc. (IPM)
Charles Alsdorf, Managing Director and Capital Efficiency National Practice Leader, Deloitte Transactions and Business Analytics LLP
- Life sciences companies have been consolidating with M&A activity for years. Will this trend continue or will some behemoths break up into pieces?
- Vendors into the industry have been consolidating in efforts to expand product and service portfolios and further penetrating their customer bases. Will this continue? Who wins in these mergers?
- How are companies managing transitions to minimize disruption?
TABLE 7: Leveraging Private-Public Partnerships and Alternative Business Models to Drive Innovation in Global Health
Moderators:
Thomas Forissier, Deputy Director, Strategy Planning & Management, Global Health, Bill & Melinda Gates Foundation
George Santangelo, Ph.D., Director, Office of Portfolio Analysis (OPA), Division of Program Coordination, Planning, and Strategic Initiatives (DPCPSI), National Institute of Health (NIH)
- How can both the Public and the Private partners achieve a sustainable model for both parties?
- What would it take for the private sector to commit best resources and assets to global health (beyond corporate social responsibility)? What incentives need to be in place? What might be the levers to lower the cost of opportunity? Where might the first areas of collaboration be (i.e., where should we start)?
- What have we learned from past examples on how to structure such endeavors?
View Breakout Discussion Groups Page
Close of Strategic Resource Management Executive Forum (Portfolio Management continues on through Friday, November 4)
Again this year, we will be running the meeting back to back with the 11th annual meeting focused on Portfolio Management, which takes place November 3-4, 2016, creating a three-day event (Nov. 2-4) covering the topics most important to you. There is also a Monday-Tuesday Project Portfolio Management Certification Master Class this year, which gives attendees a five-day event option (see map below).
Group Discounts and NIH/Government Discounts Available! Special rates are available for multiple attendees from the same organization and for NIH/Government employees. For more information on group and government discounts contact Cheryle Rosenberg at 781-972-5489
For exhibit and partnering information, please contact:
Uma Patel
Business Development Manager
Cambridge Healthtech Institute (CHI)
T: (+1) 781.972.1349
E: upatel@healthtech.com