2017 Archived Content

Strategic Resource Management Conference

Although investment in pharma R&D continues to increase, approval of new drugs remains relatively low. This productivity crisis presents new challenges to biopharma R&D in terms of resource management, forecasting, and capacity planning. To counteract the decline in new therapeutics and high risk of product failure, biopharma must adapt with improved performance planning, intelligent outsourcing, and new big data analytics aimed at developing strategic and flexible resource management systems. Cambridge Healthtech Institute’s and the BioPharma Strategy Series’ 15th Annual “Strategic Resource Management: Enhanced R&D Productivity, Forecasting and Planning” attracts over 100 senior R&D executives sharing best practices and new ideas on how to enhance R&D productivity, forecasting and planning with important discussions on optimizing resource management, outsourcing, innovation, R&D, clinical capacity planning, forecasting and business intelligence strategies.

Final Agenda

Monday, November 6

7:45 am Registration and Morning Coffee

OPENING SESSION:
INTEGRATING PPM, RESOURCE MANAGEMENT AND TECH TO SUPPORT DECISION MAKING AND PROGRAM EXECUTION

8:45 Organizer’s Welcome

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


8:55 Chairperson’s Opening Remarks: Another Year in Industry…Where Are We Now and Where Are We Going?

Steve GalatisSteve Galatis, Director, Strategic Options and Assessment, Specialty, Bristol-Myers Squibb


9:00 CASE STUDY: A Year of Development and a Year of Use of Integrated PPM Strategic Project Resource & Portfolio Management System, Processes & Tools

Sam GabrielliSam Gabrielli, Associate Director, Portfolio & Project Management, Gilead Sciences

Integrating PPM at Gilead, where breakneck speed, decision agility and low overhead are prized over precise project cost accounting, required a thorough PPM maturity assessment, rigorous requirements development and thoughtful partner selection. In a year-long journey, Gilead PPM went from a winning rugby team to an even more highly effective team with an aligned and integrated project, portfolio and resource management system managed by 30 people.

9:30CASE STUDY: An Analytical Approach to Resource Management

Kathrin Schoenborn-SobolewskiKathrin Schoenborn-Sobolewski, Ph.D., Vice President, Integrated Planning, Analytics & Partnering, Merck KGaA, Darmstadt, Germany 

At Merck Biopharma R&D (EMD Serono in the US), we have developed our capabilities to forecast resource demand via algorithms and attrition models for our R&D portfolio. As the next step in our journey, we are focusing on developing analytical dashboards to allow our stakeholders in the functions to better utilize the data to run their business and make informed decisions. We would like to share our approach and deliverables that have been developed and the challenges and lessons that were learned to allow for a successful adoption in the organization.

10:00 Times They Are a-Changin’... Implementation of Business Process and Technology Changes to Support a New R&D Operating Model

Jo JamesJo James, Associate Director, Resource & Performance Management, R&D Business Operations, Biogen

The presentation will demonstrate how Biogen has combined its need to update technology and business process to enable more effective portfolio management and resource management and align with new prioritization and governance structures within a new R&D operating model.

10:30 Networking Coffee Break

SHORT- & LONG-TERM FUNCTIONAL RESOURCE PLANNING AND FORECASTING IN DYNAMIC ENVIRONMENTS: WORKFORCE AGILITY, IMPACT OF PARTNERSHIPS

11:15 CASE STUDY: Increasing Forward Planning and Workforce Agility … A New Culture in R&D Organizations?

Delfi KrishnaDelfi Krishna, Ph.D., Director of Operations, Planning and Strategy, Cell and Gene Therapy Platform, GlaxoSmithKline

Strategic resource management is critical in meeting business objectives, selecting and retaining the best talent and achieving financial effectiveness of an organization. With ambitious R&D agendas to be delivered under flat budgets, maintaining competitive edge in a resource constraint environment can be very challenging. We will share some approaches of resource modeling and forecasting, capacity planning, and methods to align productivity to short-term and long-term organizational strategy. We will also share some approaches to attract, develop, engage, retain and motivate scarce and highly specialized resource capabilities. 

11:45 Understanding and Addressing the Short- and Long-Term Impact of Business Development (Partnerships, Licensing, Co-Development, etc.) Agreements on Functional Resources

Josh KaminetzJosh Kaminetz, Director, Resource Management, Global Regulatory Affairs and Clinical Safety, Merck

Business development opportunities often come with a business case that is presented as overwhelmingly positive for the company. Once the deal is signed, the celebrations and congratulations occur, then BD is off to the next deal. What remains is an obligation to use functional area resources in support of work that was neither forecasted by the area, nor properly reflected in the business case. A case study in how this issue was addressed by our functional sub-division will be presented.

Bluecrux12:15 pm Luncheon Presentation:Two Compelling Innovations in Resource Planning

Geert_VanhoveGeert Vanhove, Partner, Bluecrux

Binocs is a resource planning cloud application that targets R&D, Regulatory Affairs and Laboratories. On top of the "standard" features of conventional resource planning, together with clients, we work on two innovations that drastically speed up the organizational maturity and performance of PPM and resource planning. Entree: Dynamic templates Main course: Taksado Dessert: Q&A

HOW TO LEVERAGE THE PROJECT MANAGEMENT OFFICE (PMO) TO BEST ENABLE PROJECT/PORTFOLIO DELIVERY

1:55 Chairperson’s Remarks

Sam GabrielliSam Gabrielli, Associate Director, Portfolio & Project Management, Gilead Sciences


2:00 Simple Tips for a 180° Transformation of a PMO

Pik Leng WongPik Leng Wong, Director, Biologics Project Management Office (PMO), Sanofi

Is your PMO a trusted value-added partner of your organization? Is there a need to increase the effectiveness of your PMO? This talk showcases the transformation of a PMO for a commercial operation site from a non-value added organization to one recognized as best-in-class within the whole of Sanofi Genzyme.

2:30How to Leverage the PMO to Best Enable Project/Portfolio Delivery

Amy DavisAmy Hargis Peltz, Senior Director, Pharmaceutical Project Management, Medicines Development Unit, Eli Lilly and Company

Most pharmaceutical companies leverage Project Management Offices (PMOs) yet there is high variability in how they are utilized. The purpose of this session is to share how we leverage our PMO and facilitate discussion on how others leverage as well. There is a need in industry to have a facilitated discussion on this topic in order to improve the overall productivity of our industry.

3:00 CASE STUDY: Development of Shire’s Prioritization Methodology, An Exercise in Change Management

Heather_GaylordHeather Gaylord, Associate Director & Lead, Portfolio Management & Reporting, Shire

Are we doing the most valuable combination of projects? Shire has been developing a method to answer this question consistently across a 15,000 person Technical Operations organization. This talk shares the change management approach we took to develop and roll out a new way of working.

3:30 Breakout Discussion Groups Remarks & Introduction to Tables and Moderators

Daniel Patrick, Senior Consultant, TayganPoint Consulting Group

3:35 Refreshment Break with Exhibit Viewing

INTERACTIVE BREAKOUT DISCUSSIONS

4:15 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


5:00 Welcome Reception with Exhibit Viewing


6:00 Close of Day

Tuesday, November 7

DEVELOPING AND LEVERAGING INTEGRATED ANALYTICS FOR R&D

8:00 am Breakfast Presentation (Sponsorship Opportunity Available) or Morning Coffee

8:40 Chairperson’s Remarks

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


8:45 CASE STUDY: Developing and Leveraging Integrated Analytics for R&D

Steve GalatisSteve Galatis, Director, Strategic Options and Assessment, Specialty, Bristol-Myers Squibb

In 2017, BMS launched an effort to integrate analytics support for its R&D organization to systematically capture the full potential of BMS’s analytical capabilities. Key elements of this effort included strengthening existing analytical capabilities, breaking down walls between analytical groups, quickly and efficiently sharing development team issues with appropriate members of the analytics community, and simplifying interactions between development teams and the analysts supporting them. Examples of capabilities included in the case study will be analytical support for clinical trial design, including trial risk, timing, and overall strategy.

9:15CASE STUDY: Advancing Analytics to Boost R&D Productivity

Sam MathewSam Mathew, MBA, R&D Analytics Leader, Project Portfolio Management, Janssen, Pharmaceutical Companies of Johnson & Johnson

This case study will share our efforts at advancing analytics to boost R&D productivity. The presentation of use cases covers strategies and actions that enable: Let’s Predict, Let’s Succeed, Let’s Prescribe, Let’s Model. The presentation will share examples from our pragmatic implementation of predictive and prescriptive modeling analytics at Janssen, and will share how we used a Design Thinking approach for risk management, forecast error, portfolio simulation and modeling.

 ProSymmetry 9:45 CASE STUDY: Resource Portfolio Management – Getting Away from Disjointed Short Term Guess Work
Sean_PalesSean Pales, CEO, Tempus Resource by ProSymmetry
Do you live in a world of complex cross functional projects where resources seem never available when the project needs them? This session will show you the approach Siemens has taken to reduce time-to-market and get a reliable 5 year Product Development Pipeline through RPM. Best practices for R&D,Engineering and IT will be presented.

10:15 Coffee Break with Exhibit Viewing

PREDICTIVE ANALYTICS, ECONOMIC VALUATION AND CROWDSOURCING TO OPTIMIZE PORTFOLIOS

 Intrinsic Clinical Systems 10:50 Gaining Insights Into Your Resources

Matt_KiernanMatt Kiernan, Partner, Intrinsic Clinical Systems


11:00 Predictive Analytics, Economic Valuation and Decision Options in Pharmaceutical Portfolio Management

Gill EapenGill Eapen, Managing Director, Predictive Economics, Stout Risius Ross (SRR)

Decision Options combines machine learning and economic analysis to help select and design projects and to maximize the value of a portfolio of diverse projects. By combining predictive analytics and economic valuation techniques, it provides a practical way to portfolio management supported by theory. Attendees will learn how to connect project level thinking - section and design of projects with portfolio level decisions, based on economic value.

11:30 Leveraging the Wisdom of the Crowd to Optimize Your Portfolio

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

Prediction markets and crowdsourcing have been leveraged for some time by some of the biggest companies in the world. Discover how companies such as Johnson & Johnson are leveraging these innovative approaches in unique ways to capitalize on the knowledge of their employees, while driving strategic insights and key decision making on some of their most important portfolios.

12:00 pm Session Break, Transition to Luncheon

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.

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.

INTEGRATING STRATEGY DEVELOPMENT AND DEPLOYMENT TO IMPROVE CULTURE AND ENHANCE PRODUCTIVITY

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

5:30 Close of Strategic Resource Management Executive Forum (Portfolio Management continues on through Wednesday, November 8)

Stay on to attend Portfolio Management (November 7 – 8)



For questions about this year's event, please contact:

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