2017 Archived Content

Portfolio Management Conference

In an environment of declining revenues and uncertain commercial success, biopharma, device and R&D companies need to continuously evaluate their portfolios. Manufacturers must make tough decisions about which products and projects to pursue to optimize long-term revenue and reduce overall risk. Cambridge Healthtech Institute’s and the BioPharma Strategy Series’ 12th Annual Portfolio Management: Aligning Portfolio and Productivity with Corporate Strategy to Drive Innovation attracts over 100 senior R&D executives from the pharma, biotech, device, IT, public and governmental communities who share best practices in project and portfolio management, R&D innovation, decision analysis, forecasting and the improvement of operational models. Effective portfolio management requires the alignment of portfolio and productivity with corporate strategy, supporting agile development and adaptation of data into planning.

Final Agenda

Arrive early to attend Strategic Resource Management (November 6 – 7)

Tuesday, November 7

12:10 Welcome Portfolio Management Conference Registrants & Joint Session Luncheon Announcements

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

This year, the joint keynote session will begin with a networking Welcome Luncheon and Presentation. Attendees from Strategic Resource Management and Portfolio Management are invited to enjoy a delicious plated luncheon while networking and collaborating with fellow attendees during an informative “Lunch-and-Learn” presentation.

Enrich 12:15 LUNCHEON-AND-LEARN: Lessons from the Field: Presenting Your Assets for Effective Decision Making

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

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.


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

Robert BolandRobert Boland, Associate Director, Emerging Science and Innovation Strategy, Johnson & Johnson

1:30 SPECIAL CO-PRESENTATION: Managing the Human Side of Strategy Implementation

Part I: Creating a Culture of Effective Strategy Execution: Why Organizations Resist Change and How to Bring Them Along

Derek Newberry Derek Newberry, Business Anthropologist; Affiliated Faculty, Organizational Dynamics, University of Pennsylvania; Author, “Committed Teams” 

“Culture eats strategy for breakfast,” as management guru Peter Drucker famously said. We know that for strategy to succeed, it must be supported by an organization’s culture, but creating this alignment can be especially difficult in the context of a rapidly changing pharmaceutical industry. In this session, we will apply time-tested principles of cultural change to understand how to identify and overcome the invisible forms of resistance in organizations that cause strategies to fail.

Part II: Getting Teams Aligned on Strategy: Why Groups Fail to Execute on Goals and What to Do About It

Lauren Hirshon Lauren Hirshon, Affiliated Faculty, Organizational Dynamics, University of Pennsylvania; Director of Operations and Development, Leadership for a Networked World, Harvard University

In an uncertain healthcare environment, effective collaboration will be more crucial than ever. Most strategic initiatives fall short of their goals, and one of the biggest reasons is that the teams charged with developing and implementing strategy become misaligned or underperform. In this session, we step through a simple framework for creating high-performing teams that make better strategic decisions and can execute effectively.

2:30 Integrating Strategy Development, Innovation, Change Management and Program Execution

Erin BrubakerErin Brubaker, Vice President, R&D Strategy Development and Deployment, GlaxoSmithKline

As pharmaceutical, biotech and device companies continue to search for new cures, develop new technologies and pursue innovation both inside and outside of their own walls with creative partnerships, some of the biggest challenges are not always related to the molecule or the technology. To effectively deploy a highly-skilled R&D workforce in pursuit of the optimal portfolio, a well-defined strategy must be in place first. Then, in tandem and with equal importance, the organization must manage change and execute on the strategy. Too often these are all disparate activities. This presentation will share a story on how we are trying to tie it all together.

3:10 Take Your Data to the Disco: Transforming Your Culture to Generate Insights for Action

Kelly SchmidtKelly Schmidt, Senior Director and Head, R&D Analytics, Project Management Organization, Janssen Research & Development

Our team has championed self-service analytics to support all facets of project planning, forecasting, and portfolio for more than five years. We’ve focused on tools, data and process, but the key is really about culture shift. We’ll share how our change journey in the last year has focused on embedding new analytics and insights into the culture by focusing more on the “blue disco ball” concept and design thinking.

3:50 Breakout Discussion Groups Remarks & Introduction to Tables and Moderators

Daniel PatrickDaniel Patrick, Senior Consultant, TayganPoint Consulting Group

3:55 Refreshment Break with Exhibit Viewing

4:40 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.

The Breakout Discussion session will run two times - on Monday afternoon just before the reception and Tuesday afternoon at end of day.

Click here for details on topics and moderators

Wednesday, November 8

7:45 am Breakfast Presentation (Sponsorship Opportunity Available) or Morning Coffee


8:25 Chairperson’s Remarks

Greg BayerGreg Bayer, Head of Strategy & Operations, R&D Business Insights & Analytics, Bristol-Myers Squibb

8:30 CASE STUDY: Data Insight Visualization and Structured Decision Making to Support an Agile Operating Plan

Jared FantasiaJared Fantasia, Head, Global NPD Portfolio Operations, Johnson & Johnson

This talk will share experience in managing a global governance model and lessons learned from implementing these best practices in a global/cross-functional organization. 1) Optimizing R&D pipeline decision making by identifying areas of constraints and challenges, 2) Making strategic trade-off decisions and determining the impact of your project portfolio on your future pipeline sufficiency, 3) Ensuring alignment of every project in your portfolio to your corporate strategy and growth ambitions.

9:00 CASE STUDY: What Do Experts Know? Combining Data and Opinion for Portfolio Evaluation in Pharma

Keith GardnerKeith Gardner, Senior Director, Decision Science, AstraZeneca

AstraZeneca has more than 20 individual compounds that are suitable for combination with each other and development for the mitigation of cancer. The number of possible alternatives precludes us from trying each one, for financial and other resourcing reasons. The Decision Science team has offered a solution by way of MCDA (multi-criteria decision analysis). We combine expert opinion with some available data and generate a measure of uncertainty alongside a rank ordering.

9:30 Measuring Quality in the Portfolio

Ian PopoffIan Popoff, Senior Director, Strategic Portfolio Management, Pfizer

This presentation will focus on identifying and converging on objective measures of non-quantitative attributes of projects in the early clinical portfolio to enable decision making, and include a brief overview of a ‘Portfolio Health’ exercise that ran at Pfizer in the recent past.

10:00 Coffee Break with Exhibit Viewing


10:45 Evaluating Pharma R&D Lifecycle Opportunities: Process and Methodology

Elayne KoElayne Ko, Director, Portfolio & Decision Analysis, Pfizer

Pharmaceutical companies pursue lifecycle (product enhancement) opportunities to maximize the value of the asset and, subsequently, the R&D portfolio. There are different options to pursue lifecycle studies which impact the timing, risks and return tradeoff. This case study illustrates the process to facilitate investment decision-making and the methodology to analyze lifecycle programs. The presentation highlights the decision analysis process, the focus of the dialogue during facilitated meetings, and the appropriate evaluation structure based on identified the upside potential, downside risks and technical risk dependencies.

11:15 INTERACTIVE PANEL DISCUSSION: Portfolio Management within TAs and across the Pan-Company Portfolio


Nathan LewisNathan Lewis, Senior Advisor, LRL Project Management, Eli Lilly and Company

Elizabeth Claire BearbyElizabeth Claire Bearby, Pharm.D., Senior Director, R&D, Project Management, Eli Lilly and Company

Ian PopoffIan Popoff, Senior Director, Strategic Portfolio Management, Pfizer

Yong (Sean) XueYong (Sean) Xue, Ph.D., CFA, Director, Global Portfolio Management, Takeda Pharmaceuticals

Managing a corporate portfolio requires trade-offs, strategic investments, and prioritization. There is no “one way” to effectively manage the budget, maintain focus, or implement a methodology for decision making. The objective of this presentation and discussion of panelists is to highlight different best practices and to address the following questions:

  • How do companies do portfolio management within TAs and across the pan-company portfolio?
  • What systems and metrics are being used to enable portfolio management?
  • Do companies limit focus to core therapeutic areas, allow for opportunistic clinical investigation or a mix? How do companies remain opportunistic?

12:00 pm Luncheon Presentation (Sponsorship Opportunity Available) or Enjoy Lunch on Your Own


1:25 Chairperson’s Remarks

Keith GardnerKeith Gardner, Senior Director, Decision Science, AstraZeneca

1:30  Building and Optimizing Global Regulatory Submission Project and Portfolio Management

Matthew PazdernikMatthew Pazdernik, Director, Submission Planning and Portfolio Management Lead, Regulatory Affairs, Merck & Co.

Our Portfolio and Submission Project Management (PSPM) tool and supporting processes deliver the planning capability to support global regulatory submissions. Because of implementing PSPM, we have the ability to view the entire portfolio of regulatory submission work, including the lifecycle status of each submission. The business impact is transparency and visibility of each regulatory filing status across the portfolio, enabling robust portfolio management and ultimately prioritization and resource management decisions. In addition, the tool and process drive significant impact in increasing ‘right-first-time’ quality and reducing cycle time and rework for filings around the world.

2:00 Connecting Portfolio Management to Portfolio Strategy to Ensure Data Reporting/Analytic Can Really Address Business Needs

Yong (Sean) XueYong (Sean) Xue, Ph.D., CFA, Director, Global Portfolio Management, Takeda Pharmaceuticals

This talk will discuss how we started with portfolio strategic questions and overall business goals, then connected to TA and individual asset strategies. We defined critical data needs for reporting/visualization, tracking and analytics and avoided data analysis for the sake of analysis. Instead, we focused on the key portfolio data requirements. With the insights gained from data and leveraging industry benchmarks we then set organization goals (KPIs) to incentivize the right behaviors to fulfill our portfolio goals.


2:30 INTERACTIVE PANEL: Decision-Making Under Conditions of Uncertainty: Implications for Optimal Portfolio Management


Sultan AzizSultan Aziz, Senior Director, Product Supply Strategy Deployment, Johnson & Johnson

Greg BayerGreg Bayer, Head of Strategy & Operations, R&D Business Insights & Analytics, Bristol-Myers Squibb

Daniel PatrickDaniel Patrick, Senior Consultant, TayganPoint Consulting Group

Given the inherent volatility and uncertainty in the drug development process, the panelists will discuss topics such as the following:

  • Frameworks for addressing the uncertainties in the drug development process
  • Perspectives relative to the differences in the decision-making process between early-stage and late-stage R&D assets, including differences in inputs to the analysis for early vs. late stage programs
  • How to factor in the “risk tolerance” of the organization
  • How to maintain objectivity in the decision-making process when evaluating R&D programs
  • Performing “post-mortem reviews” of R&D programs and lessons learned

3:15 Chairperson’s Closing Remarks

3:20 Close of Portfolio Management Executive Forum

Submit a Speaker Proposal

For more details on the conference, please contact:

Bridget Kotelly
Senior Conference Producer
Cambridge Healthtech Institute
Phone: (+1) 781-972-5404

Program and Portfolio Management