Trialtrove data provides window onto the landscape of industry-sponsored clinical trials completed during 2017.

Roivant has a unique business model of a connected family of operationally independent companies – known as “Vants” – each with a mission to develop and commercialize new therapies for patients with unmet medical needs. In an interview with Roivant's Kris Ungvarsky, In Vivo takes a closer look at how this affect sourcing and procurement.

Just what does a strategic approach to sourcing and procurement mean for today’s biopharma enterprise? In Vivo talks to the practice leaders at two diversely representative companies – Adamas Pharmaceuticals and Roivant Sciences – to identify four essential characteristics of “best in class” purchasing performance: (1) Think big – be strategic. (2) Buy better – add value.  (3) Work fast – spend forward. (4) Reach out earn the business.

During the annual BIO International conference in June, researchers from the UK – which has pushed antimicrobial resistance to front and center on the global stage – discussed ongoing efforts for incentivizing antibiotic discovery and development, and the challenges that remain when it comes to management and resolution of the world’s AMR crisis.

The health products industry, methods of care delivery and even the public's expectations for improved tools to prevent, monitor and treat disease have transformed dramatically in the past five years. The changes anticipated over a similar period ahead are potentially even more marked, with business continuity impacts for medtech and pharma concerns, according to Deloitte LLP experts who were on the circuit at health care industry events in Germany and the UK this spring.

An interactive look at recent executive-level company changes and promotions in the biopharma, medical device and diagnostics industries.

Bertrand Bodson, the new chief digital officer for Novartis, reveals how he sees digital health underpinning the Swiss major’s future. Efforts at the company have already delivered a 10 to 15% reduction in patient enrollment times in pilot trials.

An interactive look at recent executive-level company changes and promotions in the biopharma, medical device and diagnostics industries.

Value is a concept that is increasingly embraced by providers and payers, as well as medtech manufacturers. Leading providers are organizing around value, changing their models and thereby inviting medtech manufacturers to adapt to the post fee-for-service era. Some, like Medtronic, are at the head of the game.

The leading medtechs are starting to develop models for providers that show how to implement successful digital strategies, a trend that is serving to put pressure on companies that are yet to make a commitment, says ZS Associates' Pete Masloski.

A once-in-a-generation opportunity has opened to digitally redesign a core part of the biopharma business. Capturing the opportunity requires vision and leadership; it’s not about the technology.

Experiments are underway to solve pharma’s well-documented R&D productivity crisis. The industry is no longer focused only on buying new drugs via M&A, or on outsourcing discovery. Companies are also building new channels through which to access innovation, setting up different kinds of partnerships, and using new kinds of data. The shift involves re-thinking pharma’s place in healthcare.

The health products industry, methods of care delivery and even the public's expectations for improved tools to prevent, monitor and treat disease have transformed dramatically in the past five years. The changes anticipated over a similar period ahead are potentially even more marked, with business continuity impacts for medtech and pharma concerns, according to Deloitte LLP experts who were on the circuit at health care industry events in Germany and the UK this spring.