Strategy

Nov 01, 2006
Pharmaceutical Executive
When novartis had a look at its recent M&A activity, it found something unsettling: 70 percent of the deals it had done between 1996 and 2004 hadn't delivered their expected value to shareholders. Many other Big Pharmas are saddled with the same problem: The traditional pharmaceutical business model, by which prescription drug makers scoop up assets or companies similar to their own, is going nowhere fast.
Oct 01, 2006
Pharmaceutical Executive
By Pharmaceutical Executive Editors
With "launched the world's best-selling drug" on his resume, Rob Scott was ready for his next professional endeavour. The former Pfizer executive is now head of R&D and chief medical officer at AtheroGenics, named for the signature technology that's being used to develop AGI-1067, a cardiovascular anti-inflammatory in late Phase III clinical trials.
Oct 01, 2006
Pharmaceutical Executive
Isr?l makov has adventure in his blood. A fourth-generation Isr?li, he speaks proudly of his great grandmother, who bought and sold wool in Russia until the late 1890s when, at the age of 50, she moved to Palestine, bought a piece of land, and helped found a town in the wilderness. It was the kind of career move that Makov, CEO of Teva Pharmaceuticals, admires and emulates. As a boy, he rode a donkey to work in his father's orchards on the land his great grandmother bought. He attended an agricultural boarding school, started his career in citrus exports and—decades before Teva recruited him—managed Abic, the second-largest pharma company in Isr?l, and founded Interpharm, the country's first biotech company.
Oct 01, 2006
Pharmaceutical Executive
As pharmaceutical markets go, china is a land of opportunity fraught with complex challenges. Potentially the world's largest market for prescription drugs, China is also the fastest growing market among large countries. At the same time, the sprawling system of 17,000 hospitals—the most important drug-distribution channel in China—is fragmented and encumbered by Byzantine regulations.
Oct 01, 2006
Pharmaceutical Executive
The problem isn't that there's conflict between safety and efficacy or between getting a useful medicine to market and protecting the public from a dangerous one. The problem is that the conflict isn't well structured. That needs to change.
Oct 01, 2006
Pharmaceutical Executive
Almost $60 billion of the drug industry's global sales comes from just 10 drugs. In fact, these so-called "mega-brands" have sales so high that they are bigger than many Fortune 500 companies. So why aren't they being managed that way?
Sep 01, 2006
Pharmaceutical Executive
These "guns for hire" bring the science and marketing savvy that clients need, often with in-depth category experience, but without the commitment and cost associated with hiring a full-time employee.
Sep 01, 2006
Pharmaceutical Executive
Advice for new leaders: Forget the irrelevant meetings, the 300 e-mails, and the 50 voicemails.
Sep 01, 2006
Pharmaceutical Executive
By Pharmaceutical Executive Editors
Just because outside contractors and vendors are experts does not mean everything will happen exactly the way you want it to. There's a lot of oversight.
Apr 01, 2006
Pharmaceutical Executive
By Pharmaceutical Executive Editors
What does it take to keep your employees on board? In the 1980s, employees looked for performance pay. In the 1990s, they wanted job security. Employees' needs have changed as society has, yet one thing has remained the same: Employees are always looking for something more out of their jobs. They want better quality of life at work.
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