Strategic Management of Resources and Portfolios: Structuring Risk to Maximize Opportunity in Pharmaceutical R&D

By Hermann A.M. Mucke, PhD

TABLES
Table 1.1. Typical Business Strategies for Life Science Companies
Table 3.1. Basic Differences Between Financial Options and Real Options
Table 3.2. Cost Estimates for a Basic Preclinical Safety Pharmacology Program
Table 3.3. Recent Licensing and Collaboration Deals for Compounds in Phase II
Table 4.1. Leading Insurance Companies in Clinical Trials Coverage
Table 5.1. A Selection of ERP Software Packages with Tailored Life Science Industry Solutions

FIGURES
Figure 1.1. Schematic Representation of Strategy, Portfolios, and Projects in Relation to Corporate Objectives
Figure 2.1. Deployment and Adoption Stages of Process Improvement
Figure 2.2. Lean Versus Six Sigma Approaches to Process Optimization
Figure 3.1. Patent Applicant’s Decision Points in the Patenting Process
Figure 3.2. Complexity of Implementation and Relative Cost of Discovery-Stage Predictive Safety Testing Approaches
Figure 4.1. European Postmarketing Surveillance Implemented for Tracleer, a Drug for Pulmonary Hypertension
Figure 4.2. Chemical Differences Between Sildenafil and Vardenafil
Figure 5.1. Strategic Versus Operational Issues in Portfolio Management
Figure 5.2. Portfolio Plan, Strategic Plan, and Business Plan
Figure 5.3. Simplified Decision Tree for a Drug Development Project
Figure 5.4. Efficient Frontiers Resulting from Portfolio Optimization, as Optimized from Raw Productivity Rankings
Figure 5.5. Portfolio Bubble Plot Screen from the Enrich Portfolio System
Figure 6.1. Operational Planning at Pfizer
Figure 6.2. Wyeth’s New “Learn and Confirm” Clinical Development Strategy, Compared to the Classical Concept
Figure 6.3. Drug Development Portfolio Management Process at Bayer Schering Pharmaceuticals after the Integration of Schering Operations