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November 2-3, 2016

Red Chess Large14th Annual

Enhanced R&D Productivity, Forecasting and Planning


Although investment in pharma R&D continues to increase, approval of new drugs remains relatively low. This productivity crisis presents new challenges to biopharma R&D in terms of resource management, forecasting, and capacity planning. To counteract the decline in new therapeutics and high risk of product failure, biopharma must adapt with improved performance planning, intelligent outsourcing, and new big data analytics aimed at developing strategic and flexible resource management systems. Cambridge Healthtech Institute’s and the BioPharma Strategy Series’ 14th Annual “Strategic Resource Management: Enhanced R&D Productivity, Forecasting and Planning”, attracts over 100 senior R&D executives sharing best practices and new ideas on how to enhance R&D productivity, forecasting and planning with important discussions on optimizing resource management, outsourcing, innovation, R&D, clinical capacity planning, forecasting and business intelligence strategies.

 

 

Wednesday-Thursday, November 2-3, 2016

 

 

Wednesday, November 2

 

Registration and Morning Coffee

 

ENGAGING PROJECT TEAMS DIRECTLY TO IMPLEMENT CORPORATE STRATEGY

Organizer’s Welcome

Micah Lieberman, Executive Director, Conferences, BioPharmaceutical Strategy Series, Cambridge Healthtech

Institute (CHI)

 

Chairperson’s Opening Remarks

 

OPENING KEYNOTE: Engaging Project Teams Directly to Ensure Data Integrity and to Improve Decision Making

Chetan Panwala, Ph.D., MBA, Senior Director, Head of Project Management, Halozyme Therapeutics, Inc.

 
SPECIAL GUEST AUTHOR

Getting Teams Aligned on Strategy: Why Groups Fail to Execute on Goals and What to Do About It

Derek Newberry, Business Anthropologist; Learning Director, Aresty Institute of Executive Education and Lecturer, The Wharton School of the University of Pennsylvania; Author “Committed Teams”

 

FUNCTIONAL RESOURCE PLANNING IN DYNAMIC ENVIRONMENTS

How to Reforecast Your Portfolio's Resource Demand in a Dynamic Environment
Richard Wilner, Director, North America, Portfolio Management Office, Sanofi

 

CO-PRESENTATION: Practical Solutions in Functional Resource Planning: Two Case Studies

Michael Ferrante, Director, Global Regulatory, Safety and Biometrics, Bristol-Myers Squibb

Melquiades de Jesus, Director, R&D Operations, Bristol-Myers Squibb

 

Sponsored Presentation (Opportunity Available)

 

Luncheon Presentation (Sponsorship Opportunity Available, please contact Uma Patel

+1.781.972.1349, upatel@healthtech.com ) or Enjoy Lunch on Your Own

 

DESIGNING A TIME TRACKING SYSTEM TO IMPROVE RESOURCE MANAGEMENT

 

Chairperson’s Remarks

 

CASE STUDY CO-PRESENTATION: (Re) Designing a Time Tracking System to Provide Meaningful Information about a Diverse Global Organization

Josh Kaminetz, Director, Resource Management, Global Regulatory Affairs and Clinical Safety, Merck

Tony Dybicz, Associate Director, Resource Management, Global Regulatory Affairs and Clinical Safety, Merck

 

Predictive Clinical Resource Modeling -- What Have You Done For Me Lately?

Grant Morgan, Ph.D., Senior Vice President, Portfolio Planning, Systems & Analytics, BTG International Inc.  

 

ALIGNING WITH CORPORATE STRATEGY TO DRIVE STRATEGIC RESOURCE ALLOCATION AND INNOVATION

 

Aligning Portfolio & Productivity with Corporate Strategy to Drive Strategic Resource Allocation

Thomas Forissier, Deputy Director, Strategy Planning & Management, Global Health, Bill & Melinda Gates Foundation  

 

Sponsored Presentation (Opportunity Available)

 

Breakout Discussion Groups Remarks & Introduction to Tables and Moderators

 

INTERACTIVE BREAKOUT DISCUSSIONS

 

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.

 

The Breakout Discussion session will be run two times, on Wednesday afternoon just before the reception and Thursday afternoon at the end of the day.

 

TABLE 1: Using Project Milestones as Principle Objectives of Development (PODS) for Resource Planning and Portfolio Management

Moderators:

Cleat Jerden, Director Strategic Planning and Operations, CMC Integration, Amgen

Samantha Fairbairn, Senior Manager Strategic Planning and Operations, Attribute Sciences, Amgen

  • How do development functions align on key milestones and activities to plan their resources and work?
  • Are portfolio management software programs improving portfolio planning?
  • Are capacity management and portfolio management managed through the same team, or are they separate teams with different outputs?

 

TABLE 2: Partner vs. Vendor: Are You Getting the Value Out of Your Vendor Management Strategy?

Moderators:

Matthew Kokkonen, Senior Manager, IT, BioMarin Pharmaceutical LLC

Second Moderator TBD

  • Each year services firms receive ~$2 Billion for impractical data and poorly implemented recommendations (per HBR). To minimize this risk, clients should better understand what consulting and consultants can actually accomplish: Likewise, consultancies need to better understand and deliver per industry’s needs today.
  • What does industry need from a consultancy?  How have you benefited from a consultancy? (e.g. Information vs. Problem Solving, Referee vs. Consensus Building, Outsourcer vs. Life-long Adviser)
  • What does a consultancy need from industry in order to succeed? (e.g. frameworks vs. work accomplished)
  • How effective are “best practices” when managing consulting resources around vendor management/consultancy at meeting organization’s needs today? Is a company’s structure and culture aligned with how they partner with consultancies?

 

TABLE 3: Quantification of Uncertainty: What Can We and What Should We Quantify?

Moderators:

Daniel Zweidler, Ph.D., Senior Fellow, Mack Institute for Innovation Management, The Wharton School, UPenn; President, DZA, Inc.

Robert Boland, MBA, Associate Director, Emerging Science and Innovation Strategy, Johnson & Johnson

  • Historical perspective, how good are we at predicting revenues (please come prepared with real examples)
  • When do you know that you have an impactful drug in your pipeline?
  • How does this impact your decision making?

 

TABLE 4: Portfolio Management at The Speed of Light: The Impact of Game Changing Therapies On Portfolio Planning

Moderators:

Moderators TBD

  • What is the impact that the new immuno-oncology wave has had on regulatory time lines, strategies and ability to plan portfolios?
  • What Therapeutic Areas are showing the greatest opportunity and also bringing new challenges?

 

TABLE 5: Optimizing Resource Management’s and Your PMO Office’s Business Impact: Data vs. Emotions in Decision Making?

Moderators:

Richard Wilner, Director, North America, Portfolio Management Office, Sanofi

Charles Dormer, Principal, APEX STP

  • What is the business case for resource management? What impact do you expect it to have on your business?
  • How can you create a culture from being driven by anecdotes and opinions, to being driven by insights based on data? Have you done this?
  • How can an organization like a PMO change the organization through influence without requiring or relying on solid-line reporting authority?
  • Are your decision driven by data or emotion?

 

TABLE 6: Consolidation and Break-Ups Among Life Sciences Companies and Vendors: What are the Trends and What do They Mean?

Moderators:

David Davidovic, Founder, pathForward; former VP and Global Head, Commercial Services, Genentech and Roche

Second Moderator TBD

  • Life sciences companies have been consolidating with M&A activity for years. Will this trend continue or will some behemoths break up into pieces?
  • Vendors into the industry have been consolidating in efforts to expand product and service portfolios and further penetrating their customer bases. Will this continue? Who wins in these mergers?
  • How are companies managing transitions to minimize disruption?

 

TABLE 7: Leveraging Private-Public Partnerships and Alternative Business Models to Drive Innovation in Global Health

Moderators:

Thomas Forissier, Deputy Director, Strategy Planning & Management, Global Health, Bill & Melinda Gates Foundationi

Andrew Middlecamp, MBA, Portfolio and Platform Lead, Bill & Melinda Gates Foundation

Xin (Jean) Yuan, Ph.D., Senior Portfolio and Policy Analyst, Office of Director, National Institute of Health (NIH) 

  • How can both the Public and the Private partners achieve a sustainable model for both parties?
  • What would it take for the private sector to commit best resources and assets to global health (beyond corporate social responsibility)? What incentives need to be in place? What might be the levers to lower the cost of opportunity? Where might the first areas of collaboration be (i.e., where should we start)
  • What have we learned from past examples on how to structure such endeavors?

 


View Breakout Discussion Groups Page

 

 

Welcome Reception in the Exhibit Hall

 

Close of Day

 

 

 

Thursday, November 3

 

Registration and Morning Coffee

 

VALUE-BASED APPROACH TO PRODUCT DEVELOPMENT STRATEGIES

 

Chairperson’s Remarks

 

CO-PRESENTATION: Don’t just be Efficacy Driven, Be Value Driven: Moving beyond Efficacy to Outcome-Based Treatments that Address Your Ecosystem’s Needs…and Actually Doing It!

Justin Zamirowski, Senior Director, Operational Excellence, Edge Therapeutics, Inc.

Tim Dyer, Director, Program and Product Management, Edge Therapeutics, Inc.

 

IMPROVING FUNCTIONAL RESOURCE MANAGEMENT, BUSINESS PROCESSES AND PROJECT PRIORITIZATION

 

CO-PRESENTATION: Improving Functional Resource Management and Portfolio Prioritization in Amgen’s Process Development Business

Cleat Jerden, Director Strategic Planning and Operations, CMC Integration, Amgen

Samantha Fairbairn, Senior Manager Strategic Planning and Operations, Attribute Sciences, Amgen

 

Sponsored Presentation (Opportunity Available)

 

LICENSING & PUBLIC-PRIVATE PARTNERSHIPS TO IMPROVE PORTFOLIO & RESOURCE MANAGEMENT

Partnering as an Essential Tool in Effective Portfolio Management and Resource Allocation

Astrid Maria Dahl, Ph.D., MBA, Executive Business Development Director - Oncology, AstraZeneca

  

CO-PRESENTATION: Evidence-Based Portfolio Analysis in R&D Strategic Planning at NIH 

Xin (Jean) Yuan, Ph.D., Senior Portfolio and Policy Analyst, Office of Director, National Institute of Health (NIH)  

George Santangelo, Ph.D., Director, Office of Portfolio Analysis (OPA), Division of Program Coordination, Planning, and Strategic Initiatives (DPCPSI), The National Institutes of Health (NIH) 

 

 

Session Break, Transition to Special Welcome Luncheon  

    

JOINT KEYNOTE SESSION & WELCOME LUNCHEON
Strategic Resource Management & Portfolio Management Forums

   

This year the joint keynote session will begin with a Special Networking Luncheon and Presentation. Attendees from Strategic Resource Management and Portfolio Management are invited to enjoy a delicious plated luncheon while networking and collaborating with fellow attendees during an informative “Lunch-and-Learn” presentation. 

 

LUNCHEON PRESENTATION: Lessons From the Field: Presenting Your Assets for Effective Decision Making

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

 

Welcome Portfolio Management Conference Registrants

Micah Lieberman, Executive Director, Conferences, BioPharmaceutical Strategy Series, Cambridge Healthtech Institute (CHI)

 

RESOURCE AND PORTFOLIO MANAGEMENT TO ENHANCE R&D PRODUCTIVITY

 

Chairperson’s Opening Remarks for Shared Keynote Session

 

Portfolio & Resource Management: How We Need to Adapt for the Future

Fraser MacFarlane, Ph.D., Vice President, R&D Portfolio Management, GlaxoSmithKline

 

Strategic Resource Management and the Value of an Enterprise System to Enhance R&D Productivity and Inform Business Decisions

Jean Lee, Ph.D., Vice President, Portfolio Operations & Project Management, Pfizer R&D

 

Diversification Strategies in Pharmaceutical Portfolios: Hedging Downside and Upside Risk?

Jonathan Freeman, Ph.D., Senior Vice President, Global Portfolio Management, Global Strategy & Franchises, Merck Serono

 

TRANSLATING INNOVATION INTO CUSTOMER VALUE:
CULTURE, PARTNERSHIPS AND PIPELINE IMPACT

 

INTERACTIVE PANEL DISCUSSION: Opportunities and Leading Practices in R&D-Commercial Collaboration

Historically, the R&D and Commercial functions in biopharma companies have operated fairly independently from each other, passing the proverbial baton along the product lifecycle.  As a result, some products fail to come to market or, when they do, they may not meet their true potential.  In this panel discussion we will hear about the opportunities for earlier and deeper collaboration, as well as examples where this collaboration has made a difference:

  • What has been the collaboration environment and what factors have contributed to these functions operating independently and sequentially?
  • What are some recent examples where greater collaboration is leading to tangible results?
  • What does that collaboration look like?
  • What can everyone learn from the medical devices field where the R&D and engineering functions are very close to the marketplace, including customers, payers and patients?

Moderator: David Davidovic, Founder, pathForward; former Vice President and Global Head, Commercial Services, Genentech and Roche

Panelists:

Richard Murray, M.D., Senior Vice President and Deputy Chief Medical Officer, Merck

Stephanie Brown, MBA, Vice President, Head Specialty Business Unit, Takeda Pharmaceuticals US  

Svetlana Pidasheva, Ph.D., Head, Global Medical Publications, Sanofi Biosurgery  

 

Breakout Discussion Groups Remarks & Introduction to Tables and Moderators

 

INTERACTIVE BREAKOUT DISCUSSIONS

 

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.

 

The Breakout Discussion session will be run two times, on Wednesday afternoon just before the reception and Thursday afternoon at the end of the day.

 

TABLE 1: Using Project Milestones as Principle Objectives of Development (PODS) for Resource Planning and Portfolio Management

Moderators:

Cleat Jerden, Director Strategic Planning and Operations, CMC Integration, Amgen

Samantha Fairbairn, Senior Manager Strategic Planning and Operations, Attribute Sciences, Amgen

  • How do development functions align on key milestones and activities to plan their resources and work?
  • Are portfolio management software programs improving portfolio planning?
  • Are capacity management and portfolio management managed through the same team, or are they separate teams with different outputs?

 

TABLE 2: Partner vs. Vendor: Are You Getting the Value Out of Your Vendor Management Strategy?

Moderators:

Matthew Kokkonen, Senior Manager, IT, BioMarin Pharmaceutical LLC

Second Moderator TBD

  • Each year services firms receive ~$2 Billion for impractical data and poorly implemented recommendations (per HBR). To minimize this risk, clients should better understand what consulting and consultants can actually accomplish: Likewise, consultancies need to better understand and deliver per industry’s needs today.
  • What does industry need from a consultancy?  How have you benefited from a consultancy? (e.g. Information vs. Problem Solving, Referee vs. Consensus Building, Outsourcer vs. Life-long Adviser)
  • What does a consultancy need from industry in order to succeed? (e.g. frameworks vs. work accomplished)
  • How effective are “best practices” when managing consulting resources around vendor management/consultancy at meeting organization’s needs today? Is a company’s structure and culture aligned with how they partner with consultancies?

 

TABLE 3: Quantification of Uncertainty: What Can We and What Should We Quantify?

Moderators:

Daniel Zweidler, Ph.D., Senior Fellow, Mack Institute for Innovation Management, The Wharton School, UPenn; President, DZA, Inc.

Robert Boland, MBA, Associate Director, Emerging Science and Innovation Strategy, Johnson & Johnson

  • Historical perspective, how good are we at predicting revenues (please come prepared with real examples)
  • When do you know that you have an impactful drug in your pipeline?
  • How does this impact your decision making?

 

TABLE 4: Portfolio Management at The Speed of Light: The Impact of Game Changing Therapies On Portfolio Planning

Moderators:

Moderators TBD

  • What is the impact that the new immuno-oncology wave has had on regulatory time lines, strategies and ability to plan portfolios?
  • What Therapeutic Areas are showing the greatest opportunity and also bringing new challenges?

 

TABLE 5: Optimizing Resource Management’s and Your PMO Office’s Business Impact: Data vs. Emotions in Decision Making?

Moderators:

Richard Wilner, Director, North America, Portfolio Management Office, Sanofi

Charles Dormer, Principal, APEX STP

  • What is the business case for resource management? What impact do you expect it to have on your business?
  • How can you create a culture from being driven by anecdotes and opinions, to being driven by insights based on data? Have you done this?
  • How can an organization like a PMO change the organization through influence without requiring or relying on solid-line reporting authority?
  • Are your decision driven by data or emotion?

 

TABLE 6: Consolidation and Break-Ups Among Life Sciences Companies and Vendors: What are the Trends and What do They Mean?

Moderators:

David Davidovic, Founder, pathForward; former VP and Global Head, Commercial Services, Genentech and Roche

Second Moderator TBD

  • Life sciences companies have been consolidating with M&A activity for years. Will this trend continue or will some behemoths break up into pieces?
  • Vendors into the industry have been consolidating in efforts to expand product and service portfolios and further penetrating their customer bases. Will this continue? Who wins in these mergers?
  • How are companies managing transitions to minimize disruption?

 

TABLE 7: Leveraging Private-Public Partnerships and Alternative Business Models to Drive Innovation in Global Health 

Moderators:

Thomas Forissier, Deputy Director, Strategy Planning & Management, Global Health, Bill & Melinda Gates Foundationi

Andrew Middlecamp, MBA, Portfolio and Platform Lead, Bill & Melinda Gates Foundation

Xin (Jean) Yuan, Ph.D., Senior Portfolio and Policy Analyst, Office of Director, National Institute of Health (NIH)  

  • How can both the Public and the Private partners achieve a sustainable model for both parties?
  • What would it take for the private sector to commit best resources and assets to global health (beyond corporate social responsibility)? What incentives need to be in place? What might be the levers to lower the cost of opportunity? Where might the first areas of collaboration be (i.e., where should we start)
  • What have we learned from past examples on how to structure such endeavors?


View Breakout Discussion Groups Page

 

 

Close of Strategic Resource Management Executive Forum (Portfolio Management continues on through Friday, November 4)


Again this year, we will be running the meeting back to back with the 11th annual meeting focused on Portfolio Management, which takes place November 3-4, 2016, creating a three-day event (Nov. 2-4) covering the topics most important to you. There is also a Monday-Tuesday Project Portfolio Management Certification Master Class this year, which gives attendees a five-day event option (see map below).

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For questions or suggestions about the meeting, please contact:
Micah Lieberman
Executive Director, Conferences
BioPharma Strategy Series
Cambridge Healthtech Institute (CHI)
T: (+1) 541.482.4709
E: mlieberman@healthtech.com

For exhibit and partnering information, please contact:
Uma Patel
Business Development Manager
Cambridge Healthtech Institute (CHI)
T: (+1) 781.972.1349
E: upatel@healthtech.com

For media and association partnerships, please contact:
Bethany Gray
Marketing Manager
Cambridge Healthtech Institute (CHI)
T: (+1) 781.972.5494
E: bgray@healthtech.com

Preliminary Agenda Now Available


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