Strategy

Shire's new CEO has a simple strategy for success: Set the pace on specialty medicines, spread the positive buzz and momentum of a growth stock, and seize the opportunity to innovate.

As growth in the BRICs and other emerging economies begins to stabilize, companies are finally turning their attention to Africa-a hidden trove of potential that is only as good as you make it.

The lifeblood of the life sciences industry is continuous innovation-it is not a business that can survive by standing still.

Despite their high status, management gurus aren't always on point when it comes to pharma, writes John Ansell.

Customer-focused supply-chain capabilities are becoming a more important part of a company's competitive advantage.

New research from the Tufts Center for the Study of Drug Development identifies a significant contributor to the rising cost of clinical trials-the first step in meeting a growing strategic imperative to help senior management and the regulatory community craft new approaches to make trials more efficient in delivering results to clinicians and patients.

What is industry icon Fred Hassan's management formula for staying fresh in an era of market churn?

In the world of patient education, processes, policies, and oversight differ vastly. There is no overarching governance structure. There isn't an accreditation process for educational interventions or patient advocacy organizations that develop the education.

Companies that adopt this new methodology will have a longstanding competitive advantage over those companies conducting business as usual.

A proactive approach to talent and organization planning is the hidden trump card in prevailing with payers.

Timely engagement is the key to expanding the use of companion diagnostics.

New research sheds fresh light on a trend with serious consequences for the public health-not only in the United States but for patients worldwide.

Unified payer research planning is of top import.

Pharm Exec takes a look at how a mid tier player - Denmark's Lundbeck - is counting on the momentum of the big US market to vault it to global leadership position.

Pharmaceutical companies looking to wrest market share in high growth markets of tomorrow must overcome challenges from a new crop of national champions.

Shareholder value now depends on finding pockets of "good" growth, in segments with fewer players, and where expenses can be tightly controlled.

Andrew Parrett argues that strategic partnerships are neither strategic nor are they partnerships. And they don't add value to clinical trial outsourcing.

Albert Wertheimer looks beyond today's dark clouds with a comparatively sunny forecast for the biopharm industry in 2020-just watch out for the harsh light of complacency.

Planning for the long term is increasingly seen as an abstract absurdity. But a lasting business model is still possible-if you learn to adapt.

Mastery of the clinical trial process has become essential to positioning new therapies for leadership in an increasingly crowded-and lengthy-race to registration.

In a wake up call to this year's Emerging Leaders a group of St. Joseph's Business School Health Management alumni say time has no limit on surprises-change for pharma is here and its good.

As brands are required to produce more and more data to convince not only regulators, but payers, physicians, and patients, Jeffrey Jonas is pushing Shire's "search and develop" R&D model into new and sometimes uncomfortable territory.

Will changes to the P&R system in the UK finally put some real metrics behind the elusive concept of value?

Too often in M&A or product-linked carve-outs, executives overlook the complexities of disentangling operations and the effort required for regulatory re-registration and labeling changes.