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November 3-4, 2015
Blue Chess Large10th Annual
Aligning Portfolio and Productivity with Corporate Strategy to Drive Innovation
 

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Tuesday, November 3


JOINT KEYNOTE SESSION
Strategic Resource Management & Portfolio Management Forums

12:30 pm Welcome Portfolio Management Conference Registrants & Joint Session Luncheon Announcements

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

 

12:35 LUNCHEON PRESENTATION: Lessons From the Field: Presenting Your Assets for Effective Decision Making

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

This lunch and learn presentation will focus on three key lessons: 1) Identifying the portfolio strategy when your executives haven’t; 2) Preparing an effective portfolio dossier: critical processes and methods; and 3) Ensuring executives get what they need before, during, and after the portfolio review meeting.


INTEGRATING DECISION MAKING, RISK/REWARD MANAGEMENT AND BUSINESS VALUE INTO ORGANIZATIONAL THINKING

1:25 Chairperson’s Opening Remarks for Shared Keynote Session

Chris BeckChris Beck, MBA, Vice President, Schedule and Resource Decision Analytics, Shire

 

1:30 Relevancy and Integration: Two Keys to Potentiating Decision-Impacting Strategic and Operational Portfolio Management in Resistant Organizations

Peter RayPeter Ray, MBA, Vice President, Strategic & Operational Portfolio Management, Bristol-Myers Squibb

The last two decades have seen dramatic improvements in tools and methodologies for both strategic and operational portfolio management, frequently discussed at conferences such as this one. In spite of these advances, most companies seem to be struggling to fully embrace and embed these capabilities into their decision-making DNA. Our BMS experience suggests that two key success factors are relevancy and integration. Efforts across the strategic and operational portfolio management continuum have to provide relevant, actionable insights to senior leaders, with underlying data reliability and fast response time; and to do this effectively, the overall system has to fully integrate clinical development strategy and R&D portfolio prioritization with operations and functional resource management, with dynamic and flexible feedback loops.

2:00 From Innovation to Impact: Bringing Best-In Class Investment and Portfolio Management Practices to Global Health

Alexandre PortetAlexandre Portet, MBA, Deputy Director, Strategy, Planning & Management, Global Health R&D, Bill & Melinda Gates Foundation

The Gates Foundation invests ~$1B every year in Global Health R&D. This is across 10+ diseases and 150+ product candidates, including vaccines, drugs, diagnostics and vector control. This presentation will focus on: 1) Moving from emotions and beliefs to facts: How do we use data to develop strategies, prioritize portfolio of investments and evaluate specific product candidates? 2) Leveraging new partnership and business models to further our mission: How to creatively source innovation? 3) How have we implemented public/private partnerships to bring best-in class partners and capabilities to the global health arena?

2:30 Does the Triple Constraint add Business Value, or Has Over-Reliance on Tools/Processes Lessened Impact of Project-Portfolio Management?

Lane MarkMark Lane, Ph.D., former Assistant Vice President, PMO North American Medical Affairs, Sanofi;Consultant, TayganPoint Consulting Group 

As leaders, decision support experts and project managers are we relying too much on tools and processes without focusing on adding business value? Have we lost our way when it comes to being strategic in our discussions and decisions? What does this look like in an organization and in communication? Are we “connecting the dots” between R&D, Med Affairs, and Commercial? And, how do you increase the impact project and portfolio management can have?

3:00 Diversification Strategies in Pharmaceutical Portfolios: Hedging Downside and Upside Risk?

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

Through lifecycle management and other lower-risk diversification strategies pharmaceutical companies have become familiar if not adept at covering downside “catastrophic” risk scenarios. Although these approaches ensure comfort in delivering market-tracking growth by definition, they cannot be expected to offer outperform potential. How can pharma ensure that it can retain upside risk in its portfolio at a price that it can afford and can that price be reduced by turning the unilateral risk into collective uncertainty through effective risk pooling and partnering?


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

3:30 INTERACTIVE PANEL DISCUSSION: Translating Innovation into Customer Value: Culture, Partnerships and Pipeline Impact

There has been a lot of discussion in industry about addressing the R&D productivity crisis though alternative business models, pre-competitive collaboration, open innovation, public-private-academic partnerships, risk sharing and other approaches. There is no question that the desire to change our thinking and to do a better job at “innovating” is valid, but what does this actually mean? What exactly can we do as strategists, R&D leaders, investors, tech transfer and business development folks, portfolio managers and people in this room? This panel will bring together voices from pharma, academia, the investment community and attempt to address:

  • Driving innovation in R&D organizations: How do you alter the DNA of a company’s culture to be more entrepreneurial?
  • Evaluating all the data and internal/external opportunities to improve ROI: How do you take a systematic approach to evaluating the science and technology so you don’t get left out of the “innovation game”?
  • Understanding where to find innovation opportunities both within your organization and externally: Take the low hanging fruit
  • Moving beyond early stage licensing and internal process optimization to broader strategies: VC engagement, academic partnerships, risk-sharing
  • Impacting the pipeline: Maximizing value through innovative partnerships and external collaboration

Chandra Ramanathan- Moderator: Chandra Ramanathan, Global Program Head, External Innovation - Life Sciences, Bayer AG

 

- Panelists:

Issi RozenIssi Rozen, Senior Director, Strategic Alliances, Broad Institute

 

Peter RayPeter Ray, MBA, Vice President, Strategic & Operational Portfolio Management, Bristol-Myers Squibb

 

Lane MarkMark Lane, Ph.D., former Assistant Vice President, PMO North American Medical Affairs, Sanofi;Consultant, TayganPoint Consulting Group  

 

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

 

Brett KlegerBrett Kleger, CCO, DrugDev

 

4:15 Refreshment Break with Exhibit Viewing


INTERACTIVE BREAKOUT DISCUSSIONS


4:45 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. Current topics to be discussed:

TABLE 1: Realistic Planning for Drug Development Projects: The Implications to Resource Forecasting and Overall Portfolio Delivery

Moderator: Jean Lee, M.D., Vice President, Portfolio & Project Management, Portfolio Operations & Project Management, Pfizer R&D

  • Understand and discuss how different groups manage the optimistic planning assumptions used during the early phases of drug development, which have downstream implications;
  • Discuss the different tools and processes that are being used to inform realistic planning.
  • How are these tools used to inform appropriate resource allocation or workforce planning?

TABLE 2: Portfolio Management Process Implementation: Success Factors

Moderator: Chami Karandana Evans, Global Strategic Portfolio Manager, Strategy, Indivior

  • What are the key success factors in implementing Portfolio Management Processes and ensuring sustainability?
  • Who are the key personal that contribute to the success in implementing Portfolio Management Processes and ensuring sustainability?
  • How do you identify and engage stakeholders?

TABLE 3: Quantification of Uncertainty, What Can we Quantify and What Not

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

  • Implication for portfolio management…what is a “portfolio” to start with?
  • Implications for decision making and funding levels required for "success"
  • What are the critical success factors for a thriving business environment?

TABLE 4: Optimizing Project Management Business Impact: Start, Stop, Continue

Moderator: Mark Lane, Ph.D., former Assistant Vice President, PMO North American Medical Affairs, Sanofi; Consultant, TayganPoint Consulting Group 

  • Are we relying too much on tools and processes without focusing on adding business value? What does this look like in an organization and in communication?
  • How do you increase the impact project and portfolio management can have on organizations?
  • What do we as project and portfolio managers need to start, stop, continue to maximize business value?

TABLE 5: Leveraging Private-Public Partnerships and Alternative Business Models to Drive Innovation in Global Health

Moderators: Alexandre Portet, MBA, Deputy Director, Strategy, Planning & Management, Global Health R&D, Bill & Melinda Gates Foundation
Chandra Ramanathan, Global Program Head, External Innovation - Life Sciences, Bayer AG
Brett Kleger, Chief Commercial Officer, DrugDev

  • Are 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?

TABLE 6: Strategic Resource Management Partnerships and Intelligent Outsourcing for Product Development and Clinical Operations

Moderators:  Tim LaCroix, Head, Strategic and Business Development, PharPoint Research

  • What service offerings are in fact best left to resource management partnerships and why? How do you ensure consistent interlocking service operations given that each program may have different partnership stakeholders (e.g., vendors, investigative sites)?
  • Can resource management that requires global, highly complicated planning be nimble? Why do some studies take 6-9 months to recruit the 1st patient? What are the latest practices improving feasibility?
  • Are there lessons across growing Industries (Companion Animal R&D/Med Device/Nutraceuticals are looking much like the drug Industry)?

TABLE 7: Making Decisions in the Presence of Growing Information and Complexity

Moderator: Gill Eapen, CEO, Decision Options, LLC

  • How does “gut feel” decisions fare in the modern world, dominated by exponentially growing information?
  • How could information technology and analytics help make better and faster decisions?
  • How does one measure decision quality? How do decisions relate to Value and Risk?
 

5:30 Close of Strategic Resource Management Executive Forum (Portfolio Management continues on through Wednesday, November 4)


WEDNESDAY, November 4

7:30 am Registration

7:45 Breakfast Presentation (Sponsorship Opportunity Available, please contact Ilana Quigley +1.781.972.5457, iquigley@healthtech.com) or Morning Coffee


BIOSIMILARS, EMERGING ASSET
CLASSES AND REGULATORY PATHS:
STRATEGY & PORTFOLIO MANAGEMENT

8:25 Chairperson’s Remarks

Charles AlsdorfCharles Alsdorf, Director and Capital Efficiency Leader, Deloitte Transactions and Business Analytics LLP

 

8:30 Strategically Prioritizing a Biosimilar Portfolio in Times of Uncertainty

Sam MukherjeeSam Mukherjee, Associate Director, Portfolio Management, Dr. Reddy’s Laboratories

I will look to illustrate conflicting factors which need to be considered/negotiated, in order to make sound strategic portfolio prioritization decisions, with regards to biosimilar development and commercialization. What is the process to illustrate options and priorities using financial metrics? Also the talk will discuss day-to-day issues/shortcomings which need to be overcome when reporting back to senior management.

9:00 The Emerging Biosimilars Asset Class: Strategy & Portfolio Management In a VUCA (Volatile, Uncertain, Complex & Ambiguous) World

Atanas DimitrovAtanas Dimitrov, Head of Strategy & Portfolio Management, Merck (EMD) Biosimilars

Many of the assumptions underpinning the significance of the biosimilars opportunity have been confirmed by a number of recent data points including the first FDA approval of a biosimilar in March 2015. However, in the short term the volatility & uncertainty of the market environment is expected to remain high due to numerous regulatory, legal/IP & commercial risks. As can be illustrated by the case study of the Merck (EMD) Biosimilars Business, the strategic imperatives of such a typical VUCA (Volatile, Uncertain, Complex & Ambiguous) environment are to optimally leverage the unique characteristics of the biosimilars asset class and to create a strategically agile organizational set-up for biosimilars with a high degree of decision autonomy, strong ongoing long-term commitment & support from senior management.

9:30 Portfolio Optimization: Understanding the Risk beyond Regulatory Approval

Michael LiebmanMichael Liebman, Ph.D., Managing Director, Administration, IPQ Analytics, LLC

The primary focus of clinical development and portfolio management is on attaining regulatory approval for new therapeutics (or diagnostics). More critical, however, is understanding the gap between regulatory approval and commercial success. Real world patients differ from clinical trial populations and real world physicians practice differently than they do in clinical trials. It is critical to assess the following questions: Will the physician prescribe your drug? and, will the patient take the drug? Attendees will gain an understanding of what and how to incorporate strategic thinking into early product development, including research, clinical development and portfolio prioritization.

10:00 Creative Project Management Methods for Resourcing Projects in Small versus Large Organizations

Paul CookPaul Cook, Regional Operations Manager, Integrated Project Management

In smaller organizations creative resource management comes naturally, as these organizations inventively work around and through their given resource limitations while facing the rigorous demands of developing products under tight timelines. In larger organizations creative resource management is harder to come by. This session will present a case study that describes how small company resource management creativity can be replicated and how a key discipline, project management, can be used to leverage it in larger organizations.

10:30 Coffee Break with Exhibit Viewing


EVALUATING YOUR PORTFOLIO PROCESS TO ENABLE ENTERPRISE BUSINESS TRANSFORMATION

11:00 Portfolio Management as a Contact Sport: A Case Study

Daniel RosenDaniel Rosen, Director, Project and Portfolio Management, EMD Millipore Corporation

A revised process for R&D Portfolio Management was developed. The process started with a gap analysis which revealed several shortcomings of the current process, including: lack of transparency about decision-making, lack of alignment between the Portfolio Management calendar and other annual planning events within the organization, and the lack of a broad organizational understanding of the link between the business strategy and the portfolio or R&D projects. The result of the exercise is a portfolio management process which empowers decision-making at appropriate levels of the organization to execute the business strategy.

11:30 CO-PRESENTATION: Building Portfolio Management Capabilities in a Rapidly Growing Organization

Chami Karandana EvansChami Karandana Evans, Global Strategic Portfolio Manager, Strategy, Indivior

 

Richard BayneyRichard Bayney, Ph.D., President & Founder, Project & Portfolio Value Creation (PPVC); former Vice President, Decision Analysis and Portfolio, Management, Johnson & Johnson

Though much discussed, organizations have struggled to inculcate the discipline of Portfolio Management in a sustainable manner within their DNA. As a consequence, the function may be marginalized to the realm of portfolio analysis without ever really having an impact on portfolio decision-making. This presentation describes a multi-year journey being undertaken by a highly successful but rapidly growing small company to build robust Decision Analysis and Portfolio Management capabilities to facilitate decision-making and portfolio value maximization. It is hoped that one year from now, we will be able to report on both our progress and attainment of a higher capability maturity level in Portfolio Management.

 

12:00 pm Luncheon Presentation (Sponsorship Opportunity Available, please contact Ilana Quigley +1.781.972.5457, iquigley@healthtech.com ) or Lunch on Your Own


PREDICTIVE MODELING AND VISUALIZATION TO SUPPORT DECISION MAKING

1:25 Chairperson’s Remarks

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

 

1:30 FEATURED PRESENTATION: Power of Visualization to Data Driven Decisions

Christopher KeenanChristopher Keenan, Head, Worldwide Medical Contact, MCCI, Bristol-Myers Squibb

This session will explore how to design and implement a worldwide reporting platform to enhance portfolio management. A global medical information case study will be used to facilitate this discussion: Create a global go-to market plan; focus on stakeholder management; importance of standardization; and unified data management.

2:00 Capacity & Portfolio Management Analytics: Simulation, Optimization, Advanced Analytics & Big Data

Sam MathewSam Mathew, MBA, Portfolio Capacity Management Leader, Finance/PMO, Janssen Pharmaceuticals

From a capacity planning and portfolio management perspective, how do you utilize “Big Data” and which datasets do you analyze in order to optimize a portfolio? This presentation will share a process and a story representing our journey into Big Data and the use of simulations and advanced analytics to improve our capacity planning and portfolio.

2:30 Portfolio Management Post-Merger Integration

John PhillipsJohn Phillips, Director, Life Science Lead for Capital Efficiency Practice, Business Valuation, Deloitte Transactions and Business Analytics LLP

While the juggernaut of merger and acquisition activity persists—2014 was a strong year with many Life Science M&A deals announced and 2015 has continued the momentum-More than $200 billion is at play in the current round of M&A activity in the pharmaceutical industry —there is no shortage of studies indicating that mergers and acquisitions are fraught with challenges and risks. Driving the M&A rush is a desire by pharmaceutical companies to buy products aligned with their strengths, selling noncore businesses and replenishing their new drug pipelines in both core therapeutic areas, as well as, white space. One of the key components for helping to determine the success of a transaction is measuring and achieving synergies. The long-term value derived from a deal hinges mainly on realizing synergies, especially across the portfolio. Leveraging insights from Deloitte’s 2014 Post-Merger Integration Report, the presentation will identify what companies can do to increase the likelihood that their post-merger portfolio integration is a successful one.

 

3:00 R&D Portfolio Analytics, Emergent Properties and Visualizations to Enable Strategic Decision-Making

Paul DaviesPaul Davies, Director, R&D Strategy and Portfolio Analytics, Corporate Strategy, CSL Behring

Management of complex R&D portfolios and their enabling analytics are still in their infancy. We’ve shifted over time from a group of projects to a holistic portfolio with emergent properties. So, how to present that complex, multi-dimensional portfolio with uncertainty in a flat two dimensions? Work backwards: The purpose <-- the visualizations <-- the key inputs. The audience will gain insight into the emergence of the R&D portfolio at fast-growing CSL Behring, the analytics we use to look at it today and where we can take portfolio analytics into the future.


LEADERSHIP IN COMPLEX NETWORKS: IMPACT ON DECISION-MAKING,
INNOVATION AND PRODUCTIVITY


3:30 INTERACTIVE PANEL DISCUSSION: Leadership in Complex Networks: Impact on Decision-making, Innovation and Productivity

Pharmaceutical R&D now involves complex organizational networks through partnerships and collaborations with academia, industry alliances and CROs.  There are many challenges associated with these alliances, particularly due to differences in size and the nature of the collaborators; different motivations and agendas; organizational politics and different cultures.  These challenges may be magnified if the aim of the collaboration is to generate innovative solutions.  This panel will explore leadership of these collaborations and the impact of leadership in decision-making.  The panel will answer the following questions:

  • What leadership behaviors are most successful in managing these collaborations to foster mutual trust and innovation?
  • How can leaders overcome challenges of managing cultural differences between collaborators?
  • What do effective leaders do to manage decision-making processes across the collaborators?

Charles DormerModerator: Charles Dormer, Principal, APEX STP; former Vice President, Strategy and Operations, Innovative Medicines, AstraZeneca

 

Panelists:

Tom DefayTom Defay, Ph.D., Global Project Leader, Head of Informatics, Neuroscience iMed, AstraZeneca

 

Dora MitchellDora Mitchell, Ph.D., Director, Venture Capital & Private Equity, PCI Ventures, U Penn

 

J. Todd AbramsJ. Todd Abrams, Ph.D., Senior Director, New Ventures and Business Development, Office of Technology Commercialization, Temple University

 

Brian McVeighBrian McVeigh, Vice President, WorldWide Business Development Transactions & Investment Management, GlaxoSmithKline

 

4:15 Chairperson’s Closing Remarks

 

4:25 Close of Portfolio Management Executive Forum (Project Portfolio Management Certification Master Class continues on through Thursday-Friday)

 

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

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