Aligning Portfolio and Productivity with Corporate Strategy to Drive Innovation and Value

Portfolio Management

Cambridge Healthtech Institute’s 15th Annual

May 18 - 19, 2021 ALL TIMES EDT

In a highly competitive and often uncertain drug development landscape, it is important for pharma, biotech, and device companies to evaluate their short- and long-term portfolio plans. Companies must make go/no-go decisions around projects, reduce risk and accelerate product development timelines. Cambridge Healthtech Institute’s and the BioPharma Strategy Series’ 16th Annual Portfolio Management: Aligning Portfolio and Productivity with Corporate Strategy to Drive Innovation and Value attracts over 100 senior R&D executives from the pharma, biotech, device, IT, public, and government communities who share best practices in project and portfolio management, R&D innovation, decision analysis, forecasting, and the improvement of operational models.

Tuesday, May 18

PORTFOLIO MANAGEMENT STRATEGY AND PROCESSES

9:30 am

How to Develop a Robust Portfolio Management Function within Your Company

Dougal Beard, Global Head of Innovation Portfolio Management, Johnson & Johnson Consumer Health

In August of 2019 GSK completed a transaction with Pfizer to form a new world-leading Consumer Healthcare Joint Venture. This presentation will offer learning from the integration of the two portfolio management capabilities to create a holistic portfolio management approach for a new, global-local ‘hybrid’ organizational model - including selecting the right metrics, implementing a new reporting framework and defining a prioritization approach to help balance the needs of the business and our consumers.

9:50 am

Process and Technology to Support Strategic Portfolio Decision Making

Matthew Kokkonen, Director, Portfolio Management & Governance, CSL Behring

CSL Behring has implemented an analytics platform that integrates data from across the enterprise to enable strategic portfolio decision making.  This presentation explores strategy and processes to develop and implement the platform.  Gain best practices, key learnings and practical recommendations based on project experiences. 

Andrew Combs, Senior Analyst, Customer Success, Captario

The purpose of this presentation is to review a case study that we recently worked on with a real large cap pharma client here at Captario.  The case study pertains to the challenges of clinical trial recruitment and how delays in recruitment can have profound downstream impacts, particularly on market order of entry, sales and NPV

10:30 am Session Break - View Our Exhibitor Booths

GOVERNANCE AND RISK MANAGEMENT

11:00 am

Establishing and Leveraging a Robust Project Governance Structure to Enable Effective Program Management in Biotech

Jennifer Dul, Senior Director, Project Management, Poseida Therapeutics
Valerie Pasquetto, PhD, PMP, Director Project Management, Poseida Therapeutics

 

Project governance provides the structure through which project teams are established, and the means of attaining objectives and monitoring progress are determined. We propose that introducing and implementing a system of governance in the early phases can influence the culture of the organization, decision making, and how accountabilities are disseminated and assigned between the project team and executives and in turn improve performance and sets the stage for portfolio management.


11:20 am

Risk-Adjusting Portfolio Milestone Delivery

John Shirley, Director, Worldwide Research Development & Medical (WRDM), Pfizer

Pfizer has implemented a methodology that risk-adjusts portfolio milestone delivery, allowing effective portfolio decision making by senior leaders. The methodology considers the probability of technical success to the next milestone as well as the likelihood of readout within a specified timeframe, along with other factors that can impact delivery risk, both positively and negatively. Lessons learned and assumptions to enable accurate forecasting of portfolio milestone delivery will also be discussed.

11:40 am Interactive Breakout Discussion Groups

In this session, attendees join in a Zoom Room discussion. Each room will have a moderator to ensure focused conversations around key issues within the topic. The small group format allows participants to informally meet potential collaborators, share examples from their work, and discuss ideas with peers. Discussion topics and moderators will be listed on the website.

TABLE 1: Tossing Out Objectives Crafted in Jan. 2020 for the Reality of 2020 Project & Portfolio Challenges: Lessons from Managing through a Pandemic

Michael Myers, PhD, Senior Director, LRL Project Management - Due Diligence, Eli Lilly & Co.
Matthew Kokkonen, Director, Portfolio Management & Governance, CSL Behring

Project Managers don’t set objectives for their projects lightly given the consequences for managing to those objectives for the Corporation they serve!  Share  with your peers what worked and what didn’t as the global pandemic began to impact your plans to meet your portfolio objectives.   What did you find to be different (easier, harder, never thought about that solution before) around the need for innovation as the whole world around us was forced to change?   Why in fact did it take a pandemic to enable us to work differently?

12:25 pm Session Break - View Our Exhibitor Booths

TOOLS AND STRATEGIES TO IMPROVE PRODUCTIVITY

1:30 pm PANEL DISCUSSION:

Building Partnerships between Project Management and Portfolio Management: Tools and Strategies to Drive Value and Productivity

Panel Moderator:
Jordan Stein, RPh, MBA, PMP, Director, Early Development Project Management, Bristol-Myers Squibb

This panel will discuss how Portfolio Management can best leverage the Project Management Office to enable project and portfolio delivery.  In order to be successful, close collaboration and coordination between Project Management and Portfolio Management groups is essential from an individual asset level to annual portfolio and budget planning.  Explore varying approaches used in different organizations to collect, analyze and communicate portfolio priorities, including centralized vs. decentralized structure, various tools and technology and internal collaboration processes.  Gain insights from what has worked and what has not.

Panelists:
Susan Godwin, Director, Project Portfolio Department, Sanofi
Amy Hargis Peltz, Senior Director, Project Management R&D, Eli Lilly and Company
Karl Shilling, Director - Integrated Portfolio Strategy, Bristol Myers Squibb
2:10 pm Interactive Breakout Discussion Groups

In this session, attendees join in a Zoom Room discussion. Each room will have a moderator to ensure focused conversations around key issues within the topic. The small group format allows participants to informally meet potential collaborators, share examples from their work, and discuss ideas with peers. Discussion topics and moderators will be listed on the website.

TABLE 2: Achieving More Effective and Real-Time Portfolio Management and Resource Allocation

Cleat Jerden, Executive Director, Business Performance, Amgen
Samantha Fairbairn, Director, Business Performance, Amgen
Leslie Lippard, Senior Director, Portfolio Analytics, Alnylam Pharmaceuticals
  • What is real-time portfolio management and resource allocation?
  • Have you achieved this at your company?
  • What are some approaches you have tried?​
2:55 pm Close of Day

Wednesday, May 19

IMPROVING YOUR PORTFOLIO MANAGEMENT CAPABILITY MATURITY LEVEL

10:00 am

LIVE: Improving Your Portfolio Management Capability Maturity Level: Who Needs To and What Does It Entail?


Richard Bayney, PhD, President & Founder, Project & Portfolio Value Creation

This presentation will examine the evolution of Portfolio Management in the BioPharma industry by addressing the following questions: How different is 21st century Portfolio Management from that of the last quarter of the 20th century? When and where should Portfolio Management begin and how should trade-off decisions be made between competing investments? Why is Decision Analysis often viewed as the ugly step-sibling of Portfolio Management? Where do most organizations find themselves on the Portfolio Management capability maturity curve? What does it take to build sustainable excellence in Portfolio Management? Case Study: Bayer, Bristol-Myers Squibb, Johnson & Johnson.

James Bierman, Associate Principal, ZS
Josh Hattem, Associate Principal, ZS
Traditionally, organizations have tried to find the right level of diversification (vs. focus) in their portfolio. In this presentation, we will show how therapeutic area (TA) focus and leadership can generate superior shareholder returns, and how related portfolio analysis should be structured. Our presentation will highlight the benefits of TA focus and leadership and provide perspective on how to bring together strategy and analytics to clearly inform decision-making.
11:05 am Interactive Breakout Discussion Groups

In this session, attendees join in a Zoom Room discussion. Each room will have a moderator to ensure focused conversations around key issues within the topic. The small group format allows participants to informally meet potential collaborators, share examples from their work, and discuss ideas with peers. Discussion topics and moderators will be listed on the website.


TABLE 3: Working with a Governance Body and Corporate Structure to Enable Agile Decision Making

Daniel Patrick, Global Group Leader - R&D Program Management Office, Daiichi Sankyo
Mark Lane, PhD, Head, Center for Global Drug Development, PRA Health Sciences
Matthew Kokkonen, Director, Portfolio Management & Governance, CSL Behring
  • Centralized vs. Decentralized approach?
  • Level of decision granularity needed for senior leaders? (financial, scientific, operational, commercial)
  • Who needs to know? (empowering decision makers in your organization)​
11:50 am Session Break - View Our Exhibitor Booths

JOINT KEYNOTE SESSION: DECISION ANALYSIS FOR OPTIMIZED RESOURCE AND PORTFOLIO DECISION MAKING

12:35 pm KEYNOTE PRESENTATION:

Portfolio Decision-Making During a Global Pandemic

Cleat Jerden, Executive Director, Business Performance, Amgen

In early 2020, the world went through a major disruption which forced adaptation and rapid decision making.  This talk will outline how Amgen’s operations team managed to establish rapid and sustained prioritization across a vast portfolio of commercial and clinical assets with a dynamic set of conditions.

1:05 pm KEYNOTE PRESENTATION:

Aligning Portfolio and Productivity with Corporate Strategy to Drive Strategic Resource Allocation

Michael Ferrante, Executive Director, Portfolio Prioritization, Global Regulatory Affairs & Clinical Safety, Merck

 

This will be an interactive session where we’ll focus on the full maturity continuum of strategic resource planning and decision making:  understanding the demand, standardizing the process by which we estimate the resources for that demand, and exploring the way that prioritization of the portfolio impacts how we develop and support our products. We’ll discuss how functional planning can harmonize with central project management planning. 


 

1:35 pm KEYNOTE PRESENTATION:

Simplifying Portfolio and Resource Management Processes in the Age of Analytics

Panel Moderator:
Daniel Patrick, Global Group Leader - R&D Program Management Office, Daiichi Sankyo

There has been an increase in advanced analytics across the scientific and business worlds, but sometimes our desire to test out the latest tools and algorithms has overly complicated our processes. This panel discussion will dive into ways companies are truly simplifying their portfolio and resource management processes, with or without data analytics.

Panelists:
Mark Lane, PhD, Head, Center for Global Drug Development, PRA Health Sciences
Greg Bayer, Head of Portfolio Operations & Governance, Business Insights & Analytics R&D, Bristol-Myers Squibb
2:15 pm Interactive Breakout Discussion Groups

In this session, attendees join in a Zoom Room discussion. Each room will have a moderator to ensure focused conversations around key issues within the topic. The small group format allows participants to informally meet potential collaborators, share examples from their work, and discuss ideas with peers. Discussion topics and moderators will be listed on the website.


TABLE 4: Balancing Internal R&D Investments and Resources with External Collaborations

Michael Myers, PhD, Senior Director, LRL Project Management - Due Diligence, Eli Lilly & Co.
Leslie Lippard, Senior Director, Portfolio Analytics, Alnylam Pharmaceuticals
  • What analysis do you use to evaluate investments and resource planning?
  • How do you prioritize resources when evaluating both internal and external projects against each other?
3:00 pm Close of Portfolio Management Conference




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
Email:
bkotelly@cambridgeinnovationinstitute.com


Program and Portfolio Management