Changing Pharma's Innovation DNA
A new framework for radical change in pharma's R&D organization and decision making is required. Here's a practical approach for achieving the transformation.
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Pfizer's ambitious tie-ups with multiple research institutions across several cities is but the latest model of academic-industry collaboration, highlighting pharma's ongoing hunger for fresh approaches to drug discovery.
At the forefront of radical R&D reorganization, GlaxoSmithKline continues to evolve its model, characterized to date by the breaking up of R&D into small, biotech-like drug performance units (DPUs). These units are about to undergo the latest round of change: closer integration with the downstream medicines development centers in their respective therapeutic areas. The move makes sense given industry's growing recognition of the need for payor and regulator requirements to inform even early-stage discovery and development.
Pfizer and GSK inked an innovative deal to create a jointly owned company focused on HIV therapeutics. The marriage combines GSK's marketing muscle and a stable of established products with Pfizer's newer offerings. While it's unlikely the new venture will unseat rival Gilead as the top player in the HIV market, the deal could be a cash cow for both drug makers, especially if a spin-out ensues.