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:
- Discuss a strategic resource design and management method
- Offer practical tools and solutions within an analytical and computational framework
- Share tools for a quantitative decision model for pharmaceutical management
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:
- Calculate projected ongoing and newly enrolled patient enrollment across the portfolio using projected total patients and clinical study enrollment dates for individual studies
- Calculate associated clinical internal resources across all projected studies based on productivity algorithms specific to each clinical department.
- The tool can be used to identify resource constraints and can be used to test alternate clinical scenarios to identify optimum resource utilization
Attendees will learn:
- The attendees will be provided an overview of how the tool uses basic clinical data such as number of patients and enrollment start and stop dates to objectively calculate target patient enrollment by region
- The presentation will cover the variables included to accurately predict internal resource requirements by study and also rolled up across Therapeutic Areas
- The talk will highlight how the inputs to the tool can be used to run scenarios of patient distribution by region and associated clinical resource requirements to more effectively utilize the available resource pool
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.
- An understanding of the process improvements that we made to build resource management accountability within the business
- How we made organizational changes in order to effectively support the process
- How we are shifting the management discussions from the resources to work
- Provide examples of how we are providing this information to the various levels of management
12:30 pm Hosted Luncheon and Presentation
Case Study: Evolving a Portfolio Management Process to Meet Changing Management Needs
 Daniel Smith, Vice President, Enrich Consulting
- Proactively assessing weaknesses in a portfolio process and addressing them
- Building a project valuation framework at the appropriate level of detail
- Key visualizations that give executives what they need to make strategic decisions
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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:
- How Wall Street Operates -- Short versus Long Term Investor Behavior
- Drivers of stock prices
- The Street view of catalysts
- Big cap versus small cap
- Investing Catalysts: -- Molecules, Trials, Partnerships and Approvals
- As a corporate event or milestone
- As a driver of a stock price
- Managing Through Stock Volatility – Case Studies
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:
- Choosing areas of therapeutic focus with an understanding of competitive advantage
- Taking a portfolio perspective to pull more value out of mature brands
- Developing portfolio strategies for investing behind emerging markets
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
- Valuation of technologies
- Impact to different types of investors (e.g., traditional and socially responsible)
- Bundling of services, tests, and treatments
- Benefits of health promotion
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:
- How to optimize execution of a portfolio that is pre-determined by the company
- An approach to align a cross functional, decision making council in the Commercialization space
- The use of Design for Six Sigma and Change Execution methodology in developing this complex process.
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.
- The benefits of a portfolio management environment in a research setting
- Key differences between portfolio management in research versus development
- How AstraZeneca plans to bridge the gap between research and Development in terms of both technical and cultural issues related to portfolio management
5:30 Close of Strategic Resource Management
(Portfolio Management continues on through Wednesday, November 19th)
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