Thursday, November 10
7:45 am Morning Coffee
8:25 Chairperson’s Opening Remarks
James Resch, Ph.D., Director, Strategic Intelligence, Discovery Strategy and Performance, AstraZeneca Pharmaceuticals, Inc.
8:30 Designing Flexible Portfolio Management Processes
Christine Cioffe, Senior Vice President, Global R&D, PepsiCo.; former Vice President, Enterprise-wide Planning and Portfolio Management, Merck & Co., Inc.
9:00 Innovation Portfolio Architecture for Managing Technology Options
Scott Mathews, Technical Fellow, Business Engineering, Boeing Research and Technology, The Boeing Company
Employees are a rich source of potentially scores of profitable ideas given the right opportunity. But how can you sort through the hundreds of proposals to uncover the handful of nuggets that will really accelerate your business growth? The Boeing Ideas to Innovation (I2I) process couples a social networking ideation event tool together with an innovation portfolio management system to mature and select the very best strategic opportunities. The system is perhaps the first application in industry of real options valuation algorithm within a portfolio system. The simplified interface greatly facilitates the application and understanding of real options. The result is an intuitive and transparent approach to risk and value estimation for early-stage business opportunities that is superior to that provided by the more traditional approaches. The presentation will provide insights into how Boeing implemented an innovation portfolio system within one of its business units.
Sponsored by9:30 In Transparency We Trust: Pursuing Successful PPM
Scott Babler, Senior Project Management Consultant, Integrated Project Management Company, Inc.While the life science industry has embraced portfolio management to help optimize their product offerings, companies still struggle to achieve their desired results. Project management and stage gate development processes enhance the predictability of portfolio success by moving technology from the bench to successful launch. However, adoption of a project and portfolio management (PPM) approach has not eased the challenge of prioritizing projects and allocating resources. Why? Issues range from silo mentality and inaccurate project valuation, to competing program goals across the global organization. The question remains, ‘How do you get everyone in your company to consistently use the processes and tools to deliver an effective, sustainable, cost-effective PPM system?’ This session will explore examples of companies at different PPM stages and the lessons learned for implementing or enhancing a robust PPM process. A PPM assessment will highlight how these companies (and yours) can improve performance to meet challenging goals.
10:00 Networking Coffee Break with Exhibitors
10:30 How Medtronic Selects Projects and Allocates Resources to the Highest Value Opportunities
Joe Fleming, Senior Director, Strategy and Innovation, Medtronic
Strategically aligned project selection and resource allocation is at the very heart of Medtronic’s innovation program. In this presentation, we will discuss Medtronic’s journey to design and implement a common enterprise-wide portfolio at the business unit level. Key points include: How Medtronic used internal and external benchmarking to gain critical buy-in to improve organization-wide project selection management system within a complex organization structure; Key considerations when designing a portfolio system that achieves consistency and transparency at the corporate level and yields effective investment decisions at the BU level; An implementation approach that balances broad, participative input and efficient execution; Key lessons learned and benefits realized including some unexpected side effects.
11:00 Analyzing and Measuring the Impact of Operational and Strategic Portfolio Management within a Company
Ulrike Grimm, Ph.D., Global Head Project Management, Project Management, Vifor Pharma Ltd.
Portfolio management is a subject of controversial discussions. Some companies/senior managers give it a high significance while others regard it as “nice to have” but base their decisions more on intuition. Therefore, the presentation will attempt to analyze how the impact of strategic and operative portfolio management can be measured in order to have an objective approach towards its value and contribution to the growth of the business. The audience will have a better understanding of the benefits of strategic and operative portfolio management. This will help to establish the portfolio services within the company.
11:30 Attrition in Clinical Late Stage Development: How Personalized Medicine Might Change How we Think About Portfolio Management, Using Oncology as an Example
Astrid Maria Dahl, Ph.D., M.B.A., Vice President, Portfolio Management – Oncology, IPSEN
This presentation will address the industry-wide problem of late-stage attrition in oncology development. In particular the talk will discuss how portfolio management can incorporate advances in personalized medicine to operate on a different model. In principle, the old funnel model of “x numbers in” giving “y numbers out” based on years of “one size fit all” development and resulting failures should be less relevant in the era of personalized medicine. If that is the case portfolio management should adapt to this - but is it premature?
12:00 pm Lunch on Your Own
1:25 Chairperson’s Remarks
Michael Menke, Ph.D., Adjunct Professor, Engineering and Technology Management, Portland State University; President at Value Creation Associates; former Chief Portfolio Advocate, Hewlett-Packard
1:30 Efficient Portfolio Planning in a Culture of Innovation
Hans Hoogkamer, Senior Director, Life Cycle Leader, Head Life Cycle Portfolio Alignment, Actelion
This co-presentation deals with integrating portfolio management with corporate strategy as well as dealing with limited resources. The topics to be covered include: portfolio management – creating value and supporting company strategy; science as a driver of corporate strategy; support from an integrated process – project and portfolio management; efficient portfolio planning in a resource constrained environment.
2:00 Pharmaceutical Productivity and Operational Innovation in the 21st Century: Challenges & Opportunities
Jeffrey Handen, Ph.D., Vice President, Clinical Solutions, Medidata Solutions Worldwide
The failure of the pharmaceutical industry to maintain its historically high levels of productivity and returns on investments has alternately, and correctly, been attributed to deficits in R&D innovation and increases in both regulatory and pricing pressures. Concomitant with this has been the growing realization that pharmaceutical productivity is a combination of not just technical, or R&D, innovations and efficiencies but also operational innovations and efficiencies that must go hand in hand. Those organizations which are able to successfully execute on and combine both scientific excellence and operational excellence will be those most able to bring to the forefront meaningful therapeutic interventions whose value proposition is fully realized by all stakeholders.
2:30 Leveraging Customer Insights to Guide the Integrated Medicine Plan
Jean Lee, M.D., Vice President, Portfolio Operations and Project Management, Pfizer, Inc.
As a result of the ever-changing global environment, it is becoming increasingly important for Pharma to gather and respond to insights from our customers in an effective manner, in order to inform the Development Strategies and the associated Integrated Operational Planning Process for each of the Medicines. The global environment necessitates engaging a broader set of customers than in the past (ie. Patients, Physicians, Payors and Regulatory authorities), all of whom have a range of perspectives. This presentation provides an overview of how the Project Manager navigates through this process and their role in developing the Integrated Medicines Plan, which is updated at the appropriate decision-points along the Development Continuum. The key elements of the Integrated Medicine Plan, together with a consistent Decision-Point Framework will be reviewed to clarify the difference in focus needed to advance differentiated Medicines. This Integrated Document supports organizational alignment of the Medicine Strategy and is the foundation supporting effective operational execution.
3:00 Lessons Learned from Implementing and Evolving Amgen’s Portfolio Management Process
Christopher Gajda, Director, Program Management & Strategic Operations, Amgen
Amgen’s portfolio demands continue to outpace its available funding. This presentation will provide an overview of how Amgen implemented a global portfolio management process to enable strategic tradeoffs across the portfolio. The presentation will examine an effective but evolving process designed to facilitate executive decision-making. It will discuss the practical necessities required to gain organizational commitment as well as implementation pitfalls to avoid.
3:30 Chairperson’s and Organizer’s Closing Remarks
3:35 Close of Portfolio Management
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