October 22-23, 2013
Maximizing Value and Decreasing Risk through Project and Portfolio Planning
Tuesday | Wednesday
Tuesday, October 22, 2013
Joint Keynote Session between Strategic Resource Management
& Portfolio Management Forums
12:30 Luncheon Presentation: Dirty Secrets of Capacity Management and Portfolio Planning
Richard Sonnenblick, Ph.D., CEO, Enrich Consulting
1:25 Chairperson's Opening Remarks
Daniel Zweidler, Ph.D., Senior Fellow, Mack Institute for Innovation Management, The Wharton School, University of Pennsylvania
1:30 Measuring Clinical Innovation to Inform R&D Decisions: Individual Program Assessment
Walter Brooks, Founding Partner, Equinox Group
This presentation will describe how a client team evaluated multiple aspirational product profiles in a disease. The profiles, each emphasizing different clinical attributes, were evaluated based on the measurable clinical innovation they offered and their commercial potential—peak-year patient share and revenue. The client team used the results to decide on a strategy that appeared to offer the best balance between scientific feasibility and commercial promise.
2:00 Case Study: Therapeutic Area Strategy
Keith Hendricks, Vice President, Portfolio Analysis and Assessment, Strategic Initiatives, AbbVie
In a recent therapeutic area review, AbbVie had two main goals: First, decide which indications should be core targets and which should be either deprioritized or pursued opportunistically as follow-on indications for a discovery/early development strategy. Second, determine which configurations of its aspirational product concepts in each indication exceeded a threshold level of clinical innovation to be adequately insulated from future competitors. In addition, the team assessed how crowded future markets were likely to be based on current levels of activity by phase and considered the implications for achievable patient shares.
2:30 Case Study: Comparing Opportunities across Therapeutic Areas
Jan Poth, Ph.D., Vice President, Marketing Pipeline Products, Boehringer Ingelheim
Boehringer Ingelheim evaluated 200 diseases to identify those that offered the greatest promise for new drug discovery programs. Among the criteria used were: Size of the target population in key geographies, level and nature of unmet medical needs, scientific and regulatory hurdles to develop a new therapy, and level of clinical innovation and revenue potential of aspirational profiles. The team then advised senior management which indications/therapeutic areas should be pursued.
3:00 Integrating Portfolio and Business Management
Danise Subramaniam, Ph.D., Director, Program Phase Project Management, Eli Lilly & Co.
Executing pharmaceutical research and development with a deliberate focus on business requirements is a priority in context of internal and external customer and environmental requirements. The presentation will explore and define general requirements, key capabilities, tools and processes to successfully integrate pharmaceutical, portfolio, and business management to deliver project and business results.
3:30 Networking Refreshment Break in the Exhibit Hall
4:00 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?
Tuesday | Wednesday
Wednesday, October 23, 2013
7:45 am Breakfast Presentation (Sponsorship opportunity available, please contact Joe Vacca
+1.781.972.5431, email@example.com) or Morning Coffee
8:25 Chairperson's Remarks
Susan Carino, Senior Project Management Consultant, Integrated Project Management
8:30 FEATURED 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
Today, biopharmaceutical companies are faced with extremely high costs per NDA approved: Up to US$ 12 billion when factoring in the investments in development programs of molecules that did not make it. Patent expirations as well as growing generics competition of successful medicines have further increased pressure to deliver additional value. Continuous scientific innovation has become even more indispensable to survive in the bio-pharmaceutical industry. However, while the rewards of novel therapies are high, there is also a higher risk of failure in developing molecules with a novel mechanism of action. It is therefore imperative that the value of scientific innovation, but also risks are recognized and translated into product life cycle and portfolio strategies and decision making processes. This should ultimately lead to a strong product pipeline of potential innovative therapies and successful medicines on the markets.
9:15 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
New-age portfolio management needs to move away from NPV and rely more on strategic medical value assessments and TPP enhancements through innovative models. Principles of health services research can be empirically leveraged to evaluate real portfolio strength and output systematically applied to conduct prioritization across therapeutic areas.
9:45 Portfolio Management for Clinical Biomarkers and Development of Personalized Medicine
Arkady Gusev, Ph.D., Head of US Operation, Biomarker Development, Translational Medicine, Novartis
Portfolio management for biomarkers and clinical studies will be presented. The presentation will include the portfolio strategy, value proposition, key performance indicators, risk management, prioritization and decision making mechanisms. In addition, some practical considerations of IT tools, authoritative clinical databases and data visualization will be discussed. The presentation will summarize our experiences and lessons learned over the last 3 years.
10:15 Networking Coffee Break in the Exhibit Hall
11:00 Operational Excellence for R&D in Emerging Markets
Abhishek Mittal, Assistant General Manager, R&D Operations and Project Management, Syngene International Ltd.
Setting up R&D in emerging markets presents its unique opportunities and challenges, and capitalizing on these opportunities requires pharmaceutical companies to come up with innovative ways to operate in this environment. This presentation will reflect on the learnings from an operating model of an India-based pharma R&D center in its pursuit of operational excellence to capitalize on these opportunities.
11:30 Defense Department Strategic Risk Assessment Using Portfolio Analysis
Philip Fahringer, Operations Analyst, Center for Innovation, Lockheed Martin
Defense departments are constantly faced with how to balance their spending and force structure against limited budgets and uncertain threats. The current method of solving this challenge is to determine a specific set of ongoing and potential future operations for which the defense forces need to be able to respond. The budget is then based on required funding to build and sustain the necessary force structure in order to respond to the specific operations. Using a portfolio approach we are able to evaluate multiple potential ongoing and future operations and evaluate the readiness risk at various levels of funding and with various force structures.
12:00 pm Transforming a Project Portfolio into Results
Susan Carino, Senior Project Management Consultant, Integrated Project Management
Managing a cross-functionally diverse project portfolio is advantageous yet challenging. Using a case study, this presentation will demonstrate how to create a culture accepting of transparency and continuous risk mitigation, and address how to ensure a project portfolio reflects a corporation's direction, quality standards, and FDA regulations. By leveraging best practices, audience members will learn how to improve project momentum and informed decision making across a project portfolio.
12:30 Luncheon Presentation: Portfolio Management for Early Stage Assets: Context for R&D Decision Making, Project Level Decision Making for Early Stage Assets, Portfolio Level Decision Making
Florian Jehle, Principal, Catenion GmbH
The presentation will provide an overview of Catenion's approach to portfolio management. Based on our experience in the pharmaceutical industry, it will set the context for R&D decision making, both from a strategic as well as a psychological perspective. We will share a best practice approach to decision making at a project level with a focus on early stage assets. In addition, we will share our insights in how to deal with decision making at the portfolio level and how to implement such an approach to portfolio management.
1:40 Chairperson's Remarks
Jeremy Scully, MBA, Vice President, Global Marketing & Business Development, The GenSight Group
1:45 Simplifying Portfolio Prioritization across R&D
Kathleen Bender, Executive Director, R&D Capacity Management, AstraZeneca
2:15 Simulation and Optimization Capability for Portfolio Capacity Management
Sam Mathew, MBA, Portfolio Capacity Leader, PMO/Finance, Janssen Pharmaceutical R&D
We have successfully designed and deployed a simulation and optimization capability to support scenario and what-if analysis. These simulation and optimization techniques are often used in Portfolio Management, but rarely successfully installed in Capacity Management. Here we are able to design solution proposals, with 1) supply/budget allocation, and 2) portfolio demand driver shifts and what-if analysis. Here we bring together schedules, resources, costs, risk and value.
2:45 Sponsored Presentation (Opportunity Available)
3:15 Using Scenario Planning to Optimize Strategic Choices in an Uncertain Environment
Eric Moss, Director, Portfolio & Decision Analysis, Strategy & Portfolio Management, Pfizer
Portfolio and resource management requires the assessment of the future state of the business that is highly dependent on environmental unknowns. Selecting a strategy that optimizes the business needs of today while withstanding the unknown events of tomorrow is difficult. By playing out different scenarios against strategic choices we can assess the impact of future events and select a strategy that maximizes the value across a range of likely outcomes.
3:45 Portfolio Prioritization and How to Influence Decision Making
Terence Leddy, Director, CD&S, Portfolio Management, MedImmune
4:15 Portfolio Prioritization: Communication and Alignment with Senior Management Expectations
James Carlson, Senior Director, Program Management and Due Diligence, Shire Regenerative Medicine
Portfolio analysis and prioritization is an essential activity for any corporation with multiple assets competing for limited resources. Portfolio managers perform detailed analyses of all aspects of their portfolio to fully understand all options and contingencies. Similarly, they will often consider prioritization by assessing multiple factors in multiple algorithms to determine the optimal program mix for the company's portfolio. Senior management requires specific, accurate, information on which to make portfolio decisions. Distilling detailed portfolio analyses into specific information for senior management is a necessary skill for portfolio managers. This presentation will explore ways to ensure alignment of the portfolio analytic information with the requirements for senior management decisions.
4:45 Chairperson's Closing Remarks
4:55 Close of Portfolio Management Executive Forum; Arrive early to attend the Strategic Resource Management Executive Forum on Monday, October 21
View the Strategic Resource Management Executive Forum
Tuesday | Wednesday