Effective cross-functional collaboration is essential for the future of pharma and biotech firms.
Nurtured and encouraged correctly, it stimulates creative thinking that can boost the success of your entire firm – which makes implementing it into your company’s processes an absolute must.
In this on-demand webinar, Andrew Bell of Novasecta is joined by three leaders experienced in cross-functional collaboration. Andrea Bizzi (Chiesi Group), Jenn Bonilla (Gilead) and Danie du Plessis (Kyowa Kirin International) discuss their experiences of successful collaboration and demonstrate how collaborating across functions delivers superior results.
We also look at how to sustain these collaborations, and the challenges you may face along the way.
The expert panel take an in depth look at a range of topics including:
- Why cross-functional collaboration is so important for successful pharma and biotech companies, particularly in driving creativity and efficiency
- How it has evolved in recent times, and what aspects are considered to be state of the art.
- How to measure effective cross-functional collaboration.
- Examples of effective collaboration and outcomes.
As well as listening to a valuable discussion and gaining insights, you will also have the chance to listen to the panel answer questions asked during the session.
If you are a functional leader in a pharma or biotech company, this on-demand webinar is a must-watch.
Click the image below to watch now.
A biotech with a specific therapeutic expertise had developed two lead assets that had potential in several non-core indications and sought partnerships to progress its assets
Business Development activities had stalled and had not yielded sufficient contact with the senior R&D executives who would be open to creative partnership approaches for the various indications
Thoroughly analysed the lead assets in terms of what would be attractive to what type of company, and crafted succinct value propositions to take to potential partners
Screened the global universe of potential partners for the value propositions, and selected a short list of promising candidates
Anonymously interviewed senior executives in relevant potential partners to explore deal possibilities and understand opportunities and barriers to deals
- A set of high-quality well-qualified introductions to several promising potential partners and insight into how attractive the assets were, why, and what could be done about it
- A significant acceleration of Business Development insight that led to important decisions on two assets
A biotech with on-market assets and a novel technology platform needed partners across different regions as it could not fully self-fund global development and commercialisation
The biotech did not have a rich understanding and network into one of its key target regions for partnerships, and needed to accelerate its senior-level access in the right companies
Developed a strong rationale for partnering and created tailored documentation to support discussions with potential partners that would be attractive in each partner’s eyes
Screened and prioritised a long-list of companies, and identified partner candidates with suitable scale, strategic fit, and capabilities
Contacted partner candidates using our network of senior decision-makers to receive rapid feedback on the partnering value proposition
- A significantly accelerated business development timeline with direct introductions to senior executives in well qualified and interested companies
- Multiple new advanced stage partnering negotiations with insight into how to close them
Following a period of profitability constraints, a MidPharma was poised for adding external partnerships and bolt-on acquisitions and needed a prioritised set of candidates to approach with a strong rationale for each
The management team had differing views on the relative attractiveness of different candidates and how they would fit the corporate strategy
Aligned management on future goals and preferred growth options based on management team insights and preferences and the agreed corporate vision and direction
Searched thoroughly for possible expansion candidates based on agreed profiles, and assessed the feasibility and attractiveness of those that best fit the corporate goals
Synthesised and aligned on a clear and actionable growth plan including the rationale for specific moves and interdependencies between the various options to pursue
- A sequenced and actionable roadmap including candidates for immediate follow up to focus corporate development activities across therapeutic areas, regions, and types of company
- A richer and more coherent pipeline of partnership and M&A candidates that fit the corporate direction
Ambitious targets for pipeline growth in a MidPharma led to a request for R&D to establish how it could do more external innovation in order to support achievement of the new goals
The external innovation team was under-resourced and traditionally focused on earlier technology collaborations rather than the pipeline enrichment that was newly required
Developed a powerful external innovation strategy that supported the delivery of the desired R&D strategy, and designed new activities and processes for the various elements of the organisation involved in external innovation
Benchmarked a subset of peer companies to inform key choices around resourcing, capabilities, targets and necessary investment
Created a business plan that included resourcing, return on investment and impact on the existing organisation and designed the “reconfigured” R&D/BD capabilities
- The external innovation business plan was approved, implemented, and embedded into the existing R&D and BD processes
- The company applied the plan to accelerate pipeline enrichment through signing more high quality and focused external innovation deals
A new corporate strategy that focused on accessing increased innovation in a MidPharma’s core therapeutic area required extra global reach and capabilities to access external innovation
External innovation activities were split between R&D and BD and not located in a way that would ensure both access to the right innovation and integration with the internal organisation
Defined a clear external innovation focus in terms of pipeline stages, technology modalities, types of collaboration, asset risks, deal archetypes, and geography
Designed a lean external innovation sourcing model inspired by the approaches of other companies and analysis of where the desired technologies and assets were concentrated
Created a business plan and implementation roadmap to successfully embed the new model and characterise the resources and investment requirements for success
- Executive committee approval for a new resourcing model and processes for external innovation with increased investments into strategic locations
- A more focused and effective external innovation machine to enrich the innovation pipeline
A mature biotech company could not fund the further development and commercialisation of all of its products, so needed good partners for its asset portfolio across different regions
Not many global and regional partners were suitable for the company’s unique products that combined device and drug elements in clinical procedures
Crafted a strong strategy and rationale for partnering and developed marketing documents in the form of pitch-books and executive summaries
Developed and prioritised a long-list of potential partners for each of the assets using criteria and bespoke profiling of potential partners
Contacted the potential partners using our high-level network, allowing us to reach senior decision-makers and receive rapid feedback on the relevant propositions
- Three signed deals with different companies for different products in the portfolio including a licensing deal, a divestment and a collaboration
- A focused and restructured portfolio with the partners and funding to further develop the company’s assets
Strategic collaborations and partnering are a fantastic way to access new markets. 42 of the top 100 pharma companies are headquartered in Europe and this only scratches the surface.
The European pharma sector is much more diverse than the common perception of dominant Big Pharmas. Europe has a fascinating collection of Mid-sized pharma companies with unique therapeutic area focus, deep geographical expertise and a need to collaborate. These European MidPharmas provide non-EU companies with an excellent route into the European market but why are they such good partners?
75% of the European MidPharmas are privately held and therefore do not have the access to capital that some of the larger companies have. This makes it challenging for them to pursue game changing innovation and as such they manage and grow their portfolios inorganically, which is becoming harder as the cost of mergers and acquisitions rises.
The benefit of their need to grow inorganically through collaborations is your assets are of tangible benefit to the them, so are nurtured with an attention that can be absent in larger companies. This is amplified by their therapeutic focus, geographic expertise and deep understanding of customer needs, which make them excellent partners to support non-EU companies in Europe.
Through our experience in the European pharma sector we have helped many companies access strategic collaborations in Europe by understanding their assets and needs, assessing partner profiles to ensure optimum fit and leveraging our unique network to facilitate meaningful business conversations.
Contact us to understand how we could help you find the ideal partner in Europe: email@example.com
Partnering in Europe – Please complete the form below to discover how our clients have found strategic collaborations in Europe
Establishing a commercial footprint in Europe is a great approach for companies with global ambition. The European market presents unique challenges, which non-EU companies may not have experienced, so is often seen as a complex environment to enter.
Although there are challenges to enter the market the rewards are there for companies who understand their markets and utilise European expertise to navigate them, such as Gilead which is now one of the world’s biggest pharma companies.
Many US and Asian companies enlist local European support to traverse the landscape which combines centralised EU bodies and individual countries, who have their own unique processes for regulation, market access and pricing, to produce a diverse market with individual needs.
There are many steps to self-commercialisation and they require deep expertise in the European market to execute:
• Opportunity assessment
• Go-To-Market model
• Assess and design launch planning
• Affiliate establishment
• Ongoing regional support
Contact us to understand how we could help you establish your presence in Europe: firstname.lastname@example.org
Launching in Europe – Please complete the form below to discover how our clients have found their value in Europe