Executive Decision Making
October 22-23, 2013
8th Annual
Portfolio Management 
Maximizing Value and Decreasing Risk through Project and Portfolio Planning


Joint Session between Strategic Resource Management 

 & Portfolio Management Forums  


Measuring Clinical Innovation to Inform R&D Decisions 

Luncheon Presentation: Dirty Secrets of Text Box: Sponsored by Capacity Management and Portfolio Planning

Richard Sonnenblick, Ph.D., CEO, Enrich Consulting

Chairperson's Opening Remarks

Daniel Zweidler, Ph.D., Senior Fellow, Mack Center for Technological Innovation, Wharton School

Measuring Clinical Innovation to Inform R&D Decisions: Individual Program Assessment

Walter Brooks, Founding Partner, Equinox Group

Case Study: Therapeutic Area Strategy

Keith Hendricks, Divisional Vice President, Portfolio Analysis and Assessment, AbbVie

Case Study: Comparing Opportunities across Therapeutic Areas

Jan Poth, Ph.D., Vice President, Marketing Pipeline Products, Boehringer Ingelheim

Co-Presentation: Integrating Portfolio and Business Management

Carmel Egan, Ph.D., Vice President, Project Management, Eli Lilly & Co. (Tentative)

Suzanne Nutter, Senior Director, Project Management, Eli Lilly & Co. (Tentative)

 


Giving Science Its Due in Driving Corporate Strategy 

Co-Presentation: Giving Science the Credit It Deserves in Making Portfolio Decisions and in Driving Corporate Strategy

Miriam Halperin Wernli, Vice President, Deputy Head, Global Clinical Development, Global Head Business & Science Affairs, Actelion

Hans Hoogkamer, Head, Lifecycle Portfolio Alignment, Senior Director, Global Business & Science Affairs, Actelion

Bridging the Gap between Anticipated Target Product Profile and Realistic Outcome: Role of Medical Value and Real-World Research

Usman Iqbal, M.D., Senior Director, Head of Oncology-Global Evidence & Value Development, sanofi-aventis

Transforming a Project Portfolio into Results Text Box: Sponsored by  

Susan Carino, Senior Project Management Consultant, Integrated Project Management



Portfolio Decision Analysis and Scenario Planning 

Using Scenario Planning to Optimize Strategic Choices in an Uncertain Environment

Eric Moss, Director, Portfolio & Decision Analysis, Strategy & Portfolio Management, Pfizer



Portfolio Prioritization: Modeling, Decision Making and Communication 

Co-Presentation: Simplifying Portfolio Prioritization across R&D

Lisa Sinclair, Vice President, Portfolio and Performance, AstraZeneca (Tentative)

Kathleen Bender, Executive Director, R&D Capacity Management, AstraZeneca (Tentative)

Simulation and Optimization Capability for Portfolio Capacity Management

Sam Mathew, MBA, Portfolio Capacity Leader, PMO/Finance, Janssen Pharmaceutical R&D

Portfolio Management for Clinical Biomarkers and Development of Personalized Medicine

Arkady Gusev, Ph.D., Head of US Operation, Biomarker Development, Translational Medicine, Novartis

Portfolio Prioritization and How to Influence Decision Making

Terence Leddy, Director, CD&S, Portfolio Management, MedImmune

Portfolio Prioritization: Communication and Alignment with Senior Management Expectations

James Carlson, Senior Director, Program Management and Due Diligence, Shire Regenerative Medicine



Interactive Breakout Discussions

Concurrent breakout discussion groups are interactive, guided discussions hosted by a facilitator or set of co-facilitators to discuss some of the key issues presented earlier in the day's sessions. Delegates will join a table of interest and become an active part of the discussion at hand. To get the most out of this interactive session and format please come prepared to share examples from your work, vet some ideas with your peers, be a part of group interrogation and problem solving, and, most importantly, participate in active idea sharing.

Topics may include: 

    • Understanding the impact of partnerships and co-development deals on resource and portfolio management
    • Supporting agile development and agile adaptation of data into planning: How to manage uncertainty, react to outcomes efficiently, and create an agile and efficient organization
    • Tying forecasting function successfully into the portfolio management
    • Aligning portfolio & productivity with corporate strategy to drive strategic resource allocation
    • Balancing internal R&D investments and resources with external collaborations
    • Right sizing: how can capacity management contribute to right sizing and outsourcing?
    • Creating a governance body and corporate structure to enable agile decision making
    • How can pharma translate lessons learned from other industries?
    • Building partnerships between project management, resource management, functional management, and finance to drive productivity
    • Resource management: centralized vs. decentralized
    • Achieving more effective and real-time portfolio management and resource allocation