Cambridge Healthtech Institute’s 16th Annual

Strategic Resource Management

Enhanced R&D Productivity, Forecasting and Planning

October 22-23, 2018

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’ 16th 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, October 22

8:00 am Registration and Morning Coffee

EFFECTIVE LEADERSHIP, ORGANIZATIONAL DYNAMICS AND IDEATION

8:50 Organizer’s Welcome

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

8:55Chairperson’s Opening Remarks

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

9:05 OPENING KEYNOTE & SPECIAL CO-PRESENTATION: Silo-Busting Leadership

Lauren Hirshon, Director of Operations and Development, Leadership for a Networked World at Harvard University; Consultant, The Wharton School

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

In an increasingly complex and volatile market environment, effective leaders must be able to fluidly work across organizational boundaries, communicate effectively with non-traditional partners, and inspire others to align around a common vision. This is easier said than done, particularly under heightened pressure to deliver results – yesterday. In this session, we will draw on insights from anthropology, psychology, behavioral economics, and design thinking to provide a tool kit for the new “silo-busting” leader.

10:00 CO-PRESENTATION: Ideation – Flexible Process to Support a Dynamic Book of Work

Alexander Rucci, Senior Business Capability Analyst, R&D Strategy & Planning, Bristol-Myers Squibb

Michael Ferrante, Head, R&D Business Capabilities, R&D Strategy and Planning, Bristol-Myers Squibb

The Ideation Module is a tool to crowdsource study ideas for the upcoming year. Indication leads representing 48 countries propose studies that are then triaged by executive leaders. This module is leveraged by our Health Economics and Outcomes Research (WWHEOR) group. Their focus is on studies that generate data not related to a regulatory filing. The highly adaptable module provides a path to generating expenditures and planning a budget around proposed studies. The implementation of this technical tool and business process has reduced manual work by 50% compared to prior years.

10:45 Networking Coffee Break

CREATING HIGH-PERFORMING R&D PROJECT MANAGEMENT CAPABILITIES

11:15 Creating a Performance Culture in an R&D Organization

Delfi Krishna, PhD, Director of Operations, Planning and Strategy, Cell and Gene Therapy Platform, GSK

Does emphasizing focus on performance curb innovation in an R&D organization? With ambitious R&D agendas to be delivered under flat budgets, striking the right balance between fostering new ideas and creating a performance mindset can be very challenging. In this case study, we will share some approaches for resourcing our organization to deliver the right priorities, for creating rigor and discipline around management of innovation and for embedding meaningful metrics to monitor performance. We will share organizational feedback and lessons learnt.

11:45 Project Management Leadership in Drug Hunting and Drug Development

Michael Myers, PhD, Senior Director, LRL Due Diligence, Eli Lilly & Co.

This presentation will discuss: What are the transferable skills that often help to identify suspects early? What are the key differences between great organizers and great team leaders? How do you objectively squeeze the organization to do the right thing for the program and company? How good a student are you of your company and the world’s portfolio of competition for resources?

12:15 pm Luncheon Presentation (Sponsorship Opportunity Available) or Enjoy Lunch on Your Own

(Please contact Katelin Fitzgerald +1.781.972.5458, kfitzgerald@healthtech.com)

INSIGHTS-DRIVEN RESOURCE/PORTFOLIO MANAGEMENT ORGANIZATION: DATA, TOOLS, PROCESSES

1:40 Chairperson’s Remarks

Melquiades de Jesus, MBA, Director, R&D Strategy & Planning, Bristol-Myers Squibb

1:45 CO-PRESENTATION: Becoming an Insights-Driven Organization: How Do You Get There?

Josh Schraeder, Head of Pipeline Strategy & Management Systems and Processes, AstraZeneca

Raveen Sharma, Life Sciences Practice Specialist Leader, Deloitte Consulting LLP

The pharma industry struggles with being able to generate insights from its data in its strategic resource management and portfolio management functions even though large investments have been made in PPM systems and the like. In this presentation, we will describe the journey AstraZeneca took in its GMD portfolio management function to combat data overload, data inconsistency, low adoption, and manual workarounds to arrive at a state where generating actionable insights from data easily is the new normal. This is being achieved by leveraging an R&D Data Hub/Data Lake and data visualization and analytics configured specifically for this function.

2:15 (NEW TIME) Understanding and Addressing the Short- and Long-Term Impact of Business Development (Partnerships, Licensing, Co-Development, etc.) Agreements on Functional Resources

Josh Kaminetz, Capacity and Analytics Lead, Global Regulatory Affairs, Merck & Co.

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.

2:45 Resource Management Made Easy

Matt Kiernan, MBA, Partner, Intrinsic Clinical Systems

With resource management, you probably fall into one of two categories – either overpaying for an over-engineered product or not even exploring options because you think they are all expensive. Intrinsic’s Insights Resource Management will get you the resourcing information you need without driving you crazy or emptying your wallet.

3:15 Breakout Discussion Groups Remarks & Introduction to Tables and Moderators

Daniel Patrick, MBA, Director, Business Consulting, Grant Thorton

3:20 Refreshment Break with Exhibit Viewing

INTERACTIVE BREAKOUT DISCUSSIONS

4:00 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. >> SEE DETAILS

• Right-Sizing Your Resource Dataset for Real-Time Capacity Planning
• Building Partnerships between Project Management, Resource Management, Functional Management, and Finance to Drive Productivity
• Resource Management: Centralized vs. Decentralized
• Developing and Leveraging Integrated Analytics for R&D
• Achieving More Effective and Real-Time Portfolio Management and Resource Allocation
• How to Leverage the PMO to Best Enable Project/Portfolio Delivery

4:40 Breakout Discussions Summary Report Outs

At the end of the interactive breakout discussions, a representative from each table will offer a summary report out.

5:00 Welcome Reception with Exhibit Viewing

6:00 Close of Day

Tuesday, October 23

8:30 am Morning Coffee

ENTERPRISE PLANNING AND FORECASTING: CYCLE-TIME ANALYSIS, BENCHMARKING, PORTFOLIO REPORTING

8:55 Chairperson’s Remarks

Eric Moss, MBA, Director, Portfolio & Decision Analysis, Pfizer

9:00 CO-PRESENTATION: “Target Identification” to “New Chemical Entity” in an Enterprise Planning Platform

Andrew Cheng, PhD, Business Capability Analyst, R&D Strategy & Planning, Bristol-Myers Squibb

Michael Ferrante, Head, R&D Business Capabilities, R&D Strategy and Planning, Bristol-Myers Squibb

We needed an enterprise solution that facilitated the planning and tracking of the drug discovery work from “Target Identification” to “New Chemical Entity.” The solution needs to support cycle-time analysis, benchmarking, and discovery portfolio reporting. This presentation will cover how the Planisware solution provided the structure necessary to meet business needs. We will highlight design elements and strategies that allowed us to go from design to roll-out in 5 months. This laid the foundation for integration with drug development schedules, which provides a portfolio level perspective of asset lifecycles from target identification to filing.

9:45 CASE STUDY: Optimizing Regulatory Submission Delivery Using Resource Management Tools for Capacity and Operational Planning

Pierre Roussel, DIrector, Head of GRA Demand, Capacity and Performance Management, Vaccines Global Regulatory Affairs, GlaxoSmithKline

GSK Vaccines Global Regulatory Affairs executes over 1000 submissions each year with a team of more than 400 experts. Obtaining and providing end-to-end demand visibility is more than ever a critical success factor for on time delivery and optimal use of critical resources. In this case study, we will share an innovative approach based on a Cloud platform for resource planning. We will share the challenges, discuss our implementation approach and share our KPI improvements.

10:15 Coffee Break with Exhibit Viewing

LESSONS LEARNED FROM OTHERS: IMPACT ON FUNCTIONAL RESOURCES

10:45 Sorry We Have No Time to Plan

Geert Vanhove, Founding Partner, Binocs

We often find companies in a vicious circle when they consider better resource planning processes. They want to take the initiative because there is a heavily burning platform, but… they have no time for the initiative because...there is a heavily burning platform. I made an analysis of 3 years of resource planning implementations with Binocs to discover what works and what doesn't. With some real cases, we compiled a handful of tips that will help!   

11:15 CO-PRESENTATION: Back to Basics – Case Study in the Art and Science of Resource Management

Tony Dybicz, PMP, Associate Director, Global Regulatory Affairs and Clinical Safety, Merck & Co

Jim Monahan, Associate Director, Global Regulatory Affairs and Clinical Safety, Merck & Co

Many of us have been in organizations where portfolio and resource management are taken for granted in that they’ve 'always been there'. However, some functions tend to be less mature in this space. This presentation will be a case study of a regulatory and clinical safety organization that has evolved its resource planning from educated guesses to data-driven discussions. While the tools and fundamentals may be understood, there are change management considerations and infrastructure that need to be built in order to make this journey.

12:00 pm Session Break, Transition to Luncheon

JOINT KEYNOTE SESSION & WELCOME LUNCHEON

Strategic Resource Management & Portfolio Management Forums

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

Micah 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 PRESENTATION: No Excuses Portfolio Management

Richard Sonnenblick, PhD, CEO, Enrich

Many organizations avoid formal portfolio management altogether because the data and process requirements seem arduous. But these organizations avoid portfolio management at their own peril. In this talk, we’ll provide a roadmap that allows for a more “manageable” approach to portfolio management. I’ll review a way to classify your portfolio data requirements, how much you can accomplish with just a little data, and how to build a roadmap for portfolio process improvements.

JOINT KEYNOTE SESSION:
MAXIMIZING VALUE THROUGH PORTFOLIO OPTIMIZATION, ADVANCED ANALYTICS AND CROWDSOURCING

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

Ian Popoff, Senior Director, Strategic Portfolio Management, Pfizer

1:30 Portfolio Optimization: Where Science and Business Meet

Helen Merianos, PhD, Vice President, Portfolio Management, GSK

Determining the best investments to maximize the value of the R&D pipeline is a challenging problem because we are betting on innovation which can be hard to predict. Managing uncertainty and leveraging advanced analytics can help us make better informed decisions. Integrating scientific insights with typical investment financials is one way to incorporate multiple perspectives and increase the likelihood of achieving your strategic objectives.

2:00 Advanced Analytics in Pharma Development: Dream or Reality?

Keith Gardner, Senior Director, Decision Science, AstraZeneca

Decision science, machine learning and artificial intelligence hold immense promise in drug development and portfolio choices. We discuss what has worked at AstraZeneca, what is coming along presently, what is on the near horizon and what could deliver startling results. Examples include recruitment modeling, trial design and endpoint analysis, value as a function of time and competitive landscape plus complex portfolio trade-offs. AstraZeneca is leading the way toward very sophisticated approaches using data, algorithms, opinions, modeling and guile.

2:30 Leveraging the Wisdom of the Crowd to Optimize Your Portfolio

Robert 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.

3:00 Breakout Discussion Groups Remarks & Introduction to Tables and Moderators

Daniel Patrick, MBA, Director, Business Consulting, Grant Thorton

3:05 Refreshment Break with Exhibit Viewing

3:45 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. >> SEE DETAILS

• Creating a Governance Body and Corporate Structure to Enable Agile Decision Making
• Making Hard Decisions: Building a Portfolio That Balances Short- and Long-Term Objectives
• Balancing Internal R&D Investments and Resources with External Collaborations
• How Do Companies Do Portfolio Management within TA’s and across the Pan-Company Portfolio?
• Right Sizing: How Can Capacity Management Contribute to Right Sizing and Outsourcing?
• Aligning Portfolio & Productivity with Corporate Strategy to Drive Strategic Resource Allocation

4:30 Breakout Discussions Summary Report Outs

At the end of the interactive breakout discussions, a representative from each table will offer a summary report out.

5:00 Close of Strategic Resource Management Executive Forum

(Portfolio Management continues through Wednesday, October 24 & Strategic and Operational Challenges of Oncology/I-O Drug Development on Thursday-Friday, October 25-26)