Tuesday, November 18, 2008 • Day 2

 
STRATEGIC RESOURCE MANAGEMENT

8:00 am Registration Open and Morning Coffee

ROUNDTABLE SYNOPSIS AND FINDINGS

 8:20 Chairperson’s Remarks
J. Mark Horn, Director, Finance and R&D Portfolio Management, Wyeth Consumer Healthcare

8:30 Roundtable Synopsis and Findings
Each roundtable group will designate a leader to sit on a panel and present a short summary of their discussion. A moderator will then open a discussion amongst all attendees addressing the most critical questions facing the industry

 9:15 Co-Presentation

Leveraging Portfolio Management to Enhance Strategic Planning

Joy Guidi Wygant, Senior Manager, Pipeline and Portfolio Planning, Genentech

Jean-Claude Le Duc, Manager, Enrich Consulting, Inc.

Over the past few years Genentech has worked to streamline its data collection, project valuation, and portfolio management activities. Through the development of cross-functional processes and tools, they have built a collaborative platform that serves as a real-time data repository and analysis environment. Recently, the portfolio planning group within Genentech has leveraged this platform to answer high-level, strategic questions. In this case study, we discuss the following lessons learned:

• How multiple, disparate functions were motivated to improve the process
• How a common project data set was established to support real-time portfolio analysis
• How the portfolio was leveraged to facilitate high-level strategic planning

9:45 Pharmaceutical Strategic Resource Design and Management Method and Solutions, Based on a Quantitative Decision Model
Paul Ranky, Ph.D., Professor, Department of Industrial and Management Systems Engineering and IT, NJIT
Our strategic resource design and management method and solutions for the pharmaceutical industry is based on a quantitative decision model, integrating analytical and computational process modeling, requirements analysis, risk analysis, and statistical analysis in a multimedia framework. The presentation introduces the concept, the methods, tools, technologies and practical case studies. The emphasis is on strategic design, management and prevention through quality engineering. This talk will:

 

10:15 Networking Coffee Break

 11:00 Functional Productivity and Clinical Capacity Management
Grant Morgan, Ph.D., PMP, Leader of R&D Metrics and Capacity Management, Senior Global Project Manager, Allergan, Inc.
Allergan has developed a proprietary tool that calculates projected patient enrollment by region and associated clinical dept.-specific resource
requirements based on objective, dept. specific, productivity measures. The tool utilizes one clinical data set to:


 

Attendees will learn:

 11:30 Resource Planning: The Driving Force of Portfolio Management
Peter Heinrich, Ph.D., CEO, Portfolio DecisionWare, Inc.

12:00 Integrating Resources with the Work: “How to Get it all Done!”
Jennifer Hirsch, Associate Director, R&D Operations, Johnson & Johnson Pharmaceutical R&D
At J&J, we have struggled over the years with moving past obtaining agreement on the resource demand estimates. Mgmt/teams/functions continually changed the resource demand estimates and lack of accountability existed. Therefore, we made organizational and process improvements to align resource management, project management and functional management to gain transparency in understanding the work drivers behind the resource demand estimates. This has enabled us to focus discussions on the work and how to get the work done.
 

BRIDGING PLENARY SESSION
(JOINT SESSION BETWEEN STRATEGIC RESOURCE
MANAGEMENT & PORTFOLIO MANAGEMENT FORUMS)

 1:55 Chairperson’s Remarks
Robin G. Foldesy, Ph.D., Vice President, Portfolio Management, Wyeth Research

2:00 The Intersection of Molecules and Stocks
Michael Shulman, Editor/Analyst, ChangeWave
Wall Street is a mystery to many – including many who work there! In this session, Michael Shulman, a research analyst, TV commentator and editor of the ChangeWave Biotech Investor Service will de-mystify Wall Street – as best as possible. Understanding Wall Street is more critical to the everyday activities of both big and small life sciences companies than many think. In an industry where non-revenue, non-profit events and milestones can have a dramatic impact on share prices, employees, managers, even CEOs are often at a loss to understand why their stock may move up or down – and are therefore ill-equipped to deal with and manage this volatility. A good deal of this movement in stock prices is based on Wall Street’s perception of a company’s technology, product pipeline and prospects in the market place – ten weeks, ten months or ten years in the future. And, despite the long term horizon the strategic planning process needs to include explicit consideration of the intersection of corporate milestones and the value of a stock. This session covers what criteria investors are looking for and how to avoid surprises when building and positioning a portfolio and product pipeline to investors. Small, pre-revenue companies and big companies have far different paths and both will be discussed by Mr. Shulman. Three focal points of the presentation:

 2:30 Trends in Portfolio Management: New Questions Addressed with Different Information
Jeff Hewitt, Vice President, SDG life sciences, a unit of IMS
As the challenges for many of the larger players in the industry have shifted, so have the approaches for managing value in the portfolio. This talk will provide a look at how the trends in the industry have shifted -and how portfolio management questions are being addressed. Case examples to illustrate those trends include:

3:00 Networking Refreshment Break

 4:00 Valuing a Diverse Portfolio: The Move from Selling Medicines to Promoting Health
 Marilyn Metcalf, Ph.D., Director, Quantitative and Decision Sciences, GlaxoSmithKline
In a business environment that is moving increasingly toward services and information, rather than the more traditional production and sale of goods, how will pharmaceutical firms value and shape their business? As we seek to promote healthier lifestyles, disease prevention as well as treatment, global programs that provide greater access to medicines in nontraditional markets, public-private partnerships, and new business models, we no longer have only a portfolio of material assets to consider. This presentation will explore how decision sciences can help pharma companies of the future consider
 

 4:30 Portfolio Management in the Pharmaceutical Commercialization Space
Poplin Kroese, Senior Analyst, Portfolio Management Strategy Deployment, Merck & Co.
Portfolio management is traditionally done at the company level or within drug discovery and clinical development, where decisions to progress or not progress with whole programs can be made. At Merck, we’ve extended the principles of portfolio management beyond the clinical spheres to the global development and commercialization of the products themselves. The key difference for our process being we are fed a portfolio of “what” the company wants to pursue. These company directives, in addition to factors in the commercialization space, are then used to determine “how” best to meet the company goals. The presentation will cover:
 

 5:00 Successful Portfolio Management within Discovery at AstraZeneca
Richard Lawson, Ph.D., Global Head of Discovery Decision Support, Discovery Strategy and Performance, AstraZeneca Pharmaceuticals, Inc.
AstraZeneca has successfully implemented a global portfolio management environment for its drug discovery projects. Success here was built on an appreciation of the unique challenges and benefits in a research setting relative to the more traditional implementations in development and corporate settings. Despite significant technical and cultural differences, AstraZeneca is now working toward an “appropriately” integrated approach to portfolio management across research and development.


 

 5:30 Close of Strategic Resource Management
(Portfolio Management continues on through Wednesday, November 19th)

Go To Portfolio Management Conference 

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