Strategy

How the shifting tides in information consumption are resetting expectations for pharma in providing and delivering health education.

Bristol Myers Squibb’s Wendy Short Bartie on recasting corporate affairs as an enterprise value engine that connects trust, access and the patient voice.

A new benchmarking survey of 33 biotech and medtech leaders reveals a leadership community operating in crisis mode — and what that means for how the industry needs to rethink peer support, advisory and the isolation built intothe CEO role itself.

The advantages of synthetic advisory boards in stress-testing hypotheses and iterating across a greater scope of scenarios than live boards allow.

As leaders, we must evaluate solutions to fragmentation by asking the right questions.

Ten life sciences board directors on AI's three hardest questions: developing the next generation of talent, accountability for speed, and board fluency.

Model N's Jesse Mendelsohn examines the growing stakes surrounding the 340B Drug Pricing Program — and how claims data, rebate models and simmering legal challenges are influencing manufacturer response and strategy today.

Real-world evidence tells you what happened. Real-World iNSIGHTS tell you why — and what to do next. A new framework for medical affairs.

Pharma has more competitive data than ever — and is still getting surprised. Lifescience Dynamics on why intelligence requires human judgment.

K2 Therapeutics CEO discusses China's biotech rise, the case for global asset acquisition, and what defines a successful biotech.

How drug pricing, tariffs, and manufacturing decisions are becoming connected.

Rohit Tripathi, VP of Industry Strategy at RELEX, discusses how pharmaceutical reshoring demands end-to-end capability not just domestic final assembly.

A changing of the guard atop Pharm Exec’s latest listing of the top biopharma Rx revenue producers reflects an industry being remade in real time, becoming as much a map of franchise quality and market momentum as it is the strategic shifts and bets necessary to turn today’s disruption into tomorrow’s growth.

As trust shifts from a stated value to an operating condition, pharmaceutical leaders face new expectations for how credibility is built, governed and sustained under continuous scrutiny.

Q&A with PwC’s Glenn Hunzinger explores why biopharma M&A investment could approach $300 billion in 2026, how drugmakers are balancing risk amid patent cliffs and policy pressures, and the urgent need to transform healthcare as commercial medical costs climb toward 9%.

From guiding pursuits in artificial intelligence and R&D to scientific marketing and company building, meet Pharm Exec’s new slate of select rising leaders who are helping to shape the next generation of biopharma innovation.

Why pricing pressure, policy volatility and supply-chain risk are pushing drugmakers toward greater cost and portfolio discipline, without losing sight of investment in innovation.

Insights into the "differentiation paradox" from a study of 340 drug launches.

The AstraZeneca-BMS rumors have reframed how the industry thinks about scale, capability, and competitive advantage.

Recent changes at the U.S. Patent and Trademark Office are making it harder to challenge pharmaceutical patents, raising concerns that slower generic and biosimilar competition could undermine efforts to lower drug costs while strengthening protections for brand-name innovators.

Nuvation Bio’s president, CEO, and founder discusses the company’s mission, approach to developing a global strategy, and how it manages its increasing pipeline.

The catalyst for this renewed interest is the USPTO Appeals Review Panel's Ex parte Chamberlain decision and the Federal Circuit decision on appeal.

David Hung, CEO of Nuvation Bio, explains the company’s current focus on US operations and how it utilizes partners for global impact.

Novartis filed paperwork in NJ revealing plans to layoff 322 workers in October of this year.

Sanofi Chief Digital Officer Emmanuel Frenehard on scaling AI across a Big Pharma global enterprise and why a strategy of concentrated AI bets — not scattered pilots — can better drive real transformation without losing sight of governance, culture or patients.