Some of Our Work
Value-Based assessment of the R&D function of a global prescription pharma company.
Group CEO of a retail/healthcare conglomerate within which Pharma was a business unit contributing circa 15% Group sales.
What we did…
Phase 1: Identified Key Value Drivers and Strategic Issues arising from four main interrelated areas of data gathering and analysis:
- Strategic analysis by disease area/ R&D portfolio characterisation
- R&D financial evaluation
- Review of Company’s R&D strategy, processes and capabilities
- Assessment of major industry and R&D trends (external focus).
Phase 2: Identified and evaluated alternative R&D strategies.
Concluded R&D significantly under-scaled. Capability deficits would require major recruitment drive. Recommendations highlighted the substantial increases in investment required to reach competitive parity (‘double or quits’). Group Board chose divestment as preferred route forward.
This work has brought a clarity of insight that has enabled a superior level of decision making. Once again, it has been ably demonstrated that the VBM approach can add value to any business issue.Head of Global Pharma Business