Cambridge Healthtech Institute’s 14th Annual
Portfolio Management
Aligning Portfolio and Productivity with Corporate Strategy to Drive Innovation and Value
October 17-18, 2019
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’ 14th 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, change management, 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
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Thursday, October 17
11:00 am Registration
12:10 pm Welcome from the Conference Organizer
Kaitlin Searfoss Kelleher, Conference Director, Cambridge Healthtech Institute
12:15 Luncheon Presentation to be Announced
12:45 Session Break
1:25 Chairperson’s Remarks
Matthew Kokkonen, MBA, Director, Portfolio and Governance, Enterprise Excellence, CSL Behring
1:30 Single Source of Truth: Using Enterprise Tools to Align Decisions
Michael
Ferrante, Head, R&D Business Capabilities, R&D Strategy & Planning, Bristol-Myers Squibb
In this presentation, we will explore how enterprise planning tools can drive better decisions. We will explore the power of multi-level planning, standard data and common definitions, and a single Book of Work can ensure alignment from the portfolio
to the project to the functional area. We will discuss the interfaces between different systems that can align a large organization effectively and nimbly.
2:00 Towards Logical and Strategic Reasoning Within Pharma Drug Development Decisions
Elayne Ko, Director, Portfolio Decision
Sciences, GSK
In Jonathan Haidt’s book, he notes “intuitions come first, strategic reasoning second” and cites neuroscientist, Antonio Damasio, who observes gut feelings and bodily reactions are necessary to think rationally. Jonathan Haidt concludes,
“the head can’t even do head stuff without the heart.” This presentation explores the implementation of the Decision Analysis process and facilitation approaches towards strategic reasoning without the cognition and emotion dichotomy
to aid pharmaceutical drug development decisions.
2:30 Analytics and Culture: Lessons Learned and Comparisons Between Pharma/Biotech, Oil & Gas, and Government
Timothy Nieman, Senior
Manager, Portfolio Analysis, Portfolio Management Office, BioMarin Pharmaceutical
This talk will discuss the similarities and differences in the application of decision analytics between pharma/biotech and oil and gas companies, as well as US government agencies, and how different business settings and cultures affect those applications.
What best practices can we learn from other industries and what can they learn from us?
3:00 Introduction to Breakout Discussions
3:05 Refreshment Break with Exhibit Viewing
3:35 Interactive Breakout Discussions
4:35 Networking Reception with Exhibit Viewing
5:35 Close of Day
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Friday, October 18
8:00 am Morning Coffee
8:25 Chairperson’s Remarks
Daniel Patrick, Senior Director, Global Project Management and Leadership, Daiichi Sankyo
8:30 KEYNOTE PRESENTATION: Transforming Portfolio Decision Making through Use of AI
Ivan Kugener, MD, VP, Head,
Global Portfolio Management, Strategy, Merck KGaA
We are a team of seasoned scientists and portfolio professionals with more than 20 years of individual experience. This talk will discuss using machine learning models in the context of risk management and probability of success calculation, as well as
eNPV and scenario building. This is a disruptive thinking approach to portfolio management; probability of success is the most important value driver to pipeline. This will provide an innovative and practical example on how to significantly improve
decision making for the most uncertain and resource-hungry part of the pharma P&L.
9:00 Executing an AI Project: Insights and Impacts in Portfolio and Resource Management
Jay Patel, Director, Oncology Operations, US Oncology, Bristol-Myers Squibb
Many organizations are looking at executing AI projects within their organizations. Because of the unique nature of Artificial Intelligence, many challenges exist for project teams who want to execute AI projects, and the experienced, successful, and
proper execution of AI projects remains extremely elusive. Let’s explore some of these challenges from a Project Management perspective and ensure a more likely successful outcome with meaningful suggestions.
9:30 Presentation to be Announced
10:00 Networking Coffee Break
10:40 Linking Corporate Strategic Portfolio to Projects Through Governance
Matthew Kokkonen,
MBA, Director, Portfolio and Governance, Enterprise Excellence, CSL Behring
Have you or your organization struggled to link corporate strategy with the projects across the functions working toward executing ‘a strategy’? This presentation explores an effective and working approach to bridging strategy and execution
at a global scale.
11:10 Analyzing Governance Decision Making and the Impact of Team Preparedness
Christine Antis, Senior
Director, Portfolio Governance and Head of Portfolio Decision Sciences, Portfolio Management, GSK
We’ve all heard the saying ‘garbage in, garbage out’. Portfolio investment and decision making is believed to be based on data analytics and logical rubrics. Value, strategic fit, life cycle management are all sound rationales for investment.
In this session, we’ll consider what a good decision is and how ‘good’ can be evaluated. We’ll also dive into how team preparation and the quality of portfolio analytics influences decision quality.
11:40 An Agile Approach to Portfolio Planning
Candy Liang, Director, Strategic
Planning, Akebia Therapeutics
Traditional portfolio planning approaches can be slow in outcomes and heavy in resourcing, but many companies in a fast-changing environment can’t afford to lose speed or invest full resources in portfolio planning. This talk presents a case study
on how to adapt portfolio planning in a fast-changing, high-growth small biotech. We’ll discuss lessons learned and how agile principles can be incorporated into portfolio planning to translate corporate and TA strategy into BD action quickly.
12:10 pm Luncheon Presentation (Sponsorship Opportunity Available) or Enjoy Lunch on Your Own
12:40 Session Break
1:35 Chairperson’s Remarks
Christine Antis, Senior Director, Portfolio Governance and Head of Portfolio Decision Sciences, Portfolio Management, GSK
1:40 FEATURED PRESENTATION: Validated Probability Assessments – Insights from Lilly’s 20 Years of Experience
Charles Persinger,
Senior Research Advisor, Portfolio Strategy & Decision Sciences, Eli Lilly and Company
The probability of technical success of drug development projects is important, relevant information that informs both portfolio and project decisions. Lilly has over 20 years of experience assessing these probabilities and has over 1200 outcomes
to validate the accuracy of these assessments. This presentation will discuss Lilly’s approach, analysis of assessment performance, and learning from their experience.
2:10 Pragmatic Approach to Implementing Portfolio Management and Optimization
Crissy Tevis, Director,
TOPS Portfolio Management, Technical Operations, BioMarin Pharmaceuticals
In this talk, I will share our journey to transform the organization from siloed decision making and numerous project lists with misaligned priorities to a tiered portfolio management structure that uses optimization to select the best collection
of projects within our resource constraints and aligned to our objectives.
2:40 CO-PRESENTATION: Exploring New Avenues in Portfolio Optimization: Pharma and Financial Counterparties Unite
Jonathan Freeman, Senior Advisor, Blackstone Life Sciences, COO, Anthos Therapeutics
Avi Spier, Executive Director, Search and Evaluation, Business Development & Licensing, Novartis
Classically portfolio groups find “best fits” between strategy, pipeline, and R&D budgets, whereas the BD&L group “minds the gap” identified within the pipeline. However, a novel route to portfolio value maximization is being achieved though non-traditional, highly creative constructs between innovative pharma portfolio / BD&L groups and a new breed of financial counterparties possessing both deep capital and scientific resources. We analyze this new trend, discussing as a case study Anthos Therapeutics, formed by Blackstone and Novartis.
3:10 Leveraging Portfolio Analytics to Guide End-to-End Cell Therapy Development
Delfi Krishna, Director,
Cell and Gene Therapy Platform, R&D Strategy, Portfolio and Operations, GSK
We will share an approach to build a financial model for a cell and gene therapy asset and portfolio and discuss case studies that leverage the model and recommend organizational investments.
3:40 PANEL DISCUSSION: Simplifying Portfolio and Resource Management Processes in the Age of Analytics
Moderator: Daniel
Patrick, Senior Director, Global Project Management and Leadership, Daiichi Sankyo
Panelists: Mark Lane, Executive Director
of Drug Development, PRA Health Sciences
Raghu Sethuram, Senior
Director, Global Portfolio Management, Pfizer Consumer Healthcare
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.
4:10 Chairperson’s Closing Remarks
4:15 Close of Portfolio Management
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