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

Tuesday, November 3


JOINT KEYNOTE SESSION
Strategic Resource Management & Portfolio Management Forums

Welcome Portfolio Management Conference Registrants & Joint Session Luncheon Announcements

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

EnrichLUNCHEON PRESENTATION: Lessons From the Field: Presenting Your Assets for Effective Decision Making

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


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

Chairperson’s Opening Remarks for Shared Keynote Session

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

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

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

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

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

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

Mark Lane, Ph.D., Assistant Vice President, PMO North American Medical Affairs, Sanofi

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

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


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

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 bus dev 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

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

Panelists: Issi Rozen, Senior Director, Strategic Alliances, Broad Institute

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

Mark Lane, Ph.D., Assistant Vice President, PMO North American Medical Affairs, Sanofi

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

Brett Kleger, Chief Commercial Officer, DrugDev.org

Refreshment Break in the Exhibit Hall


INTERACTIVE BREAKOUT DISCUSSIONS


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., Assistant Vice President, PMO North American Medical Affairs, Sanofi

  • 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?
 

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

Wednesday, November 4

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 

Chairperson’s Remarks

Strategically Prioritizing a Biosimilar Portfolio in Times of Uncertainty

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

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

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

Portfolio Optimization: Understanding the Risk beyond Regulatory Approval

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

IPM Integrated Project MgtTalk to be Announced

Speaker to be Announced,IPM

Coffee Break in the Exhibit Hall


EVALUATING YOUR PORTFOLIO PROCESS
TO ENABLE ENTERPRISE BUSINESS TRANSFORMATION 

Portfolio Management as a Contact Sport: A Case Study

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

Portfolio Management: Shepherding IT and Business in Enterprise Transformation

Speaker to be Announced

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

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

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

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

Chairperson’s Remarks

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

FEATURED PRESENTATION: Power of Visualization to Data Driven Decisions

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

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

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

Portfolio Management Post-Merger Integration

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

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

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


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


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?

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

Panelists:

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

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

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

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


Chairperson’s Closing Remarks

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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