Wednesday, November 4, 2009
8:10 Chairperson’s Remarks
Robert Kaupp, M.S., Director, Strategy and Portfolio Analysis, Johnson & Johnson
 8:15 Hosted Breakfast Presentation
Emerging Portfolio Management Trends: Industry Survey Results & Analysis
Mike Soenen, President & CEO, ClearTrial
This breakfast session will provide a first look at new industry research covering the emerging portfolio management practices that are changing the way biopharma organizations are preparing their long-range plans and making strategic decisions. Attendees will receive a complimentary copy of the research report and can participate during the presentation and analysis of the findings, which will include:
How biopharma companies are increasing portfolio efficiencies Emerging methods for measuring portfolio performance New organizational models for managing portfolios How companies’ key practices compare within their peer groups
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9:00 How Can We Translate Lessons Learned from Other Industries into Helpful Tools for Pharma? And, is Pharma Really Different from Other Industries?
Robin G. Foldesy, Ph.D., Vice President, Portfolio Management, Wyeth Research
Even though everyone agrees that today’s climate for the pharmaceutical industry is challenging, there are signs of hope and reasons for optimism. Companies are meeting the challenge head-on by creating new drug development and business models, dramatically re-shaping their portfolios, and looking externally for new sources of innovation. Other industries with even dimmer prospects have transformed themselves successfully over the years, and Pharma clearly has the means and ability to do so as well. The key questions to be addressed in this presentation include the following.
How have other industries adapted to change and can Pharma do the same?
What enables the Winners to win, and causes the Losers to lose?
What are the current R&D trends in the pharmaceutical industry?
What are the external forces impacting Pharma and how will they shape its future?
Sponsored by
9:30 Strategic Portfolio and Resource Capacity Planning Using Simulation and Optimization
Keith Vadas, President and CEO, ProModel Corporation
Critical questions concerning any organization’s KPIs are typically met with an “according to plan…” answer”. While static portfolio analysis is a starting point for making crucial decisions, simulation and optimization provide more robust answers to strategic questions by simultaneously taking into account a large number of risk factors to yield a more probabilistic “given the accumulated uncertainty, the likelihood is…” answer”. This presentation explores:
How to incorporate risk into your existing Project Management Data.
How to evaluate multiple, risk-adjusted, initiatives or alternative portfolio plans simultaneously.
How to dynamically plan which projects to work on, and when, in order to optimize KPI’s
10:00 Networking Coffee Break
10:45 Decision-Making Dissatisfaction? Start by Looking in the Mirror
Tony Serafino, Chief Operating Officer, Decision Lens Inc.
An enormous amount of emphasis is placed in gathering more high quality data and conducting sophisticated analysis in order to improve the way in which we invest in things to sustain and grow our businesses. However, this does not seem to completely satisfy our appetite to make better choices. Rather than continuing with the normal knee-jerk reaction of trying to improve the data and analysis used to support decisions, we need to acknowledge that people are the limiting factor and focus on ourselves instead.
This session will include the following:
Cognitive constraints and behavioral barriers in decision-making
Group dynamics as a both a force multiplier and success inhibitor
Our unfounded fear of subjectivity
How to recognize and resolve our imperfections
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11:15 Doctors and Management: Should companies be run by doctors or managers and how do we overcome cultural barriers and challenges when having these internal discussions about projects, portfolios and corporate and research priorities?
James Kirwin, MBA, Assistant Vice President, Clinical Resources and Process Development, Clinical Development Operations, Wyeth Research
James F. Resch, Ph.D., Director, Strategic Intelligence, Discovery Strategy and Performance, AstraZeneca Pharmaceuticals, Inc.
Maria Dahl, Ph.D., MBA, Vice President, Portfolio Management Oncology, IPSEN
Shannon Diehl, MBA, PMP, Associate Director, Resource Planning, Johnson & Johnson
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 12:00 Hosted Luncheon Presentation
Use of Multi-Objective Analysis in Portfolio Management of Early Stage Projects
Jack Kloeber Jr., Ph.D., Kromite LLC
The next stage of evaluation in R&D portfolio management is multi-objective analysis where non-financial factors are incorporated into the value of projects. In the absence of a clear target product profile, it is difficult to develop a sound financial assessment of projects before proof of concept. Yet companies resort to a wide range of valuation techniques, even while admitting that assessments contain a lot of uncertainty. In these same organizations, nearly all stage-gate and portfolio level decisions for early compounds are made based on technical merits, rather than financial value. In this talk, we are going to share:
An overview of Multi-Objective Portfolio analysis A review of how it can be used to drive decision making for early stage projects Common pitfalls in implementing this process
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1:25 Chairperson’s Remarks
Carlos Nunes, Director, Portfolio Management & Analytics, Pfizer Inc.
1:30 Evaluating the Use of Classification and Regression Tree (CART) Analysis Technique to Validate and Streamline the Resource Estimation Algorithm Development Process
Jennifer Daubenspeck, Associate Manager, Research & Development Operations, Resource Management, Capability Stewards, Bristol-Myers Squibb Co.
Melquiades de Jesus, Associate Director, Research & Development Operations, Resource Management, Capability Stewards, Bristol-Myers Squibb Co.
We have developed an alternative FTE modeling prototype to support R&D Finance with the initial screening of business development candidates. The new approach needed to be rapid and of comparable accuracy to current Disease Modeling Process. A multi-disciplinary collaboration between Modeling & Simulation Group, R&D Operation and R&D Finance explored the use classification and regression tree (CART) technique as the alternative. The initial assessment has demonstrated a reasonable agreement between the FTE projections from CART and those from the currently used disease area method. The presentation will cover:
2:00 Tracking Project Flow in an R&D Portfolio: A Case Study
Jay Andersen, Ph.D., Senior Research Fellow, Decision Sciences, Eli Lilly and Company
Traditional R&D Scorecards measure the progress of research programs in development by counting the number of programs that pass key milestones, and comparing this tally to annual targets. There are several drawbacks to this practice, including:
Projects without scheduled milestones in a given calendar year are ignored by the scorecard
Some project slippage is ignored (as long as the milestone is delivered in the given calendar year)
Some project slippage is over-emphasized (e.g., slippage from December to January)
Increases in technical feasibility or project value are also ignored
For the past 18 months, Lilly R&D has been tracking portfolio progress with a new Flow Scorecard. This new method for tracking progress has several advantages over the traditional method:
The progress of each project in development is tracked and contributes to the Flow Scorecard
All cycle time changes are tracked and contribute to each project’s flow metric
Changes in the technical feasibility and market potential of each project are tracked and contribute to each project’s flow metric
Since adopting the Flow Scorecard, Lilly R&D governance now has access to a more sensitive and comprehensive tool for measuring portfolio progress.
2:30 Networking Refreshment Break
3:00 Leveraging the Effectiveness of a Portfolio Management Group
Mellor Hennessy, Ph.D., Global Portfolio Strategist, Business Performance & Continuous Improvement, Global Development, AstraZeneca
The head and heart of portfolio management at AstraZeneca is the Portfolio Management Group. PMG is a truly cross-functional group with part time membership from Marketing, Finance, Discovery, Development & MedImmune. This organization model for a PMG is unusual and is effective in driving change in portfolio management practice while running the established process. All members of the PMG have multiple roles which enables the group align and simplify related business processes within R&D and in the interface with Corporate. The speaker will describe how PMG works through case studies:
How to achieve cross functional working and behaviours in a Portfolio Management Group
How to align portfolio management across Projects, Functions, TAs and Divisions.
How to pilot new portfolio management practices prior to a major Planisware implementation
How to align performance management and portfolio management business processes
Corporate – master or servant?
3:30 Building a Better Portfolio: Investing in the “Best” Mix of Projects in an Optimization Framework
Robert Kaupp, M.S., Director, Strategy and Portfolio Analysis, Johnson & Johnson
Traditional portfolio analysis often focuses on the current projects in a company’s pipeline. Tools and analyses are created to determine the optimal mix and fit of projects with a company’s strategy. Those strategies can include growth goals, therapeutic area focus, level of unmet medical need, etc. Customized decision making tools help organizations prioritize and invest in the “best” mix of projects in an optimization framework. But why limit organizational thinking to the projects at hand? Will a company be more likely to achieve its strategy if portfolio consideration were given to a mix of internal assets, external opportunities, a divest or partnering approach, and enabling technologies? Topics of discussion will include:
Portfolio implications of external opportunities
The value of enabling technologies
Partnering assets to increase portfolio value
4:00 Chairperson’s Closing Remarks
4:15 Close of Portfolio Management Summit
Overview | Tuesday | Wednesday
For questions or suggestions about the meeting, please contact:
Micah Lieberman
Executive Director, Conferences
Pharmaceutical Strategy Series
Cambridge Healthtech Institute (CHI)
T: (+1) 541.482.4709
E: mlieberman@pharmaseries.com
For exhibit, partnering and sponsorship information, please contact:
Arnold Wolfson
Business Development Manager
Pharmaceutical Strategy Series
Cambridge Healthtech Institute (CHI)
T: (+1) 781.972.5431
E: awolfson@healthtech.com
For media and association partnerships, please contact:
Jim MacNeil
Vice President, Marketing
Cambridge Healthtech Institute (CHI)
T: (+1) 781.972.5441
E: jmacneil@healthtech.com