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Bridging Drug Development and Business Change Projects for Success

Ensuring seamless delivery of profitable drugs from discovery to marketing while navigating innovation and change processes. Overcoming barriers in regulated environments, patent life, budgets, and cultural diversity for effective project management.

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Bridging Drug Development and Business Change Projects for Success

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  1. Drug Development Projects Business Change Projects David Bridges eChange Solutions Limited

  2. • Delivery of good and potentially profitable drugs from discovery through drug approval to marketing Ongoing innovation and change to the drug delivery processes without causing unnecessary disruption Analysis Keys to success in Drug Development

  3. • Regulated environment • Patent life • Budgets Geography, cultural diversity Imposed change – mergers etc Mismatch in cycle-time of drug development and change activities Analysis Barriers to innovation and change (1)

  4. • Management Project Management Programme Management Portfolio Management Analysis Barriers to innovation and change (2) The project management paradigm

  5. • Portfolio ‘a collection of projects. programs and other work that are grouped together to facilitate the effective management of work to meet strategic business objectives.’ (PMI, 2008) Program ‘a group of related projects managed in a coordinated way to obtain benefits and control not available from managing them individually.’ (PMI, 2008) Project ‘a temporary endeavour undertaken to create a unique product or service’ (PMI, 1996) Structure The Project “Management Paradigm”

  6. • Portfolio A collaboration between R&D and Marketing Decides which drugs to develop Programme Manages the development of a drug Project A clinical trial A process such as drug submission assembly Characterized by : Long durations Industry/company specific methodologies High level of standardization within the company Structure The paradigm in drug development - delivery

  7. • Portfolio May occur at any level of organization May not exist Programme Manages the development of a process, system or organizational change or group of related/interdependent changes Project Development of a computer system Roll-out of new SOPs Commissioning of a new building/facility Developing novel partnerships with CROs etc Characterized by : Shorter durations More likely to use standard methodogies or to borrow from other industries However, low level of standardization across change projects Structure The paradigm in drug development - Change

  8. Marketing / Drug Development Drug A Drug B Drug C Programme A ? Programme B Line organization Structure Relationship of Drug development to business change activity

  9. Operational Making and Delivering Change of : Product Process Organization External environment or Society Specification led, Output-driven, High clarity/low ambiguity, reactive adjustment to scope Nature of programme Vision-led, benefits-driven, good clarity/some ambiguity, reactive adjustment to scope, clear levers Typical application Vision-led, outcome-driven, ambiguity and clarity co-exist, proactive adjustment to scope, loose levers Construction,engineering, IT Research and development Process re-engineering Mergers, acquisions, Government agencies Culture Strategic Drug Development Business Change Modified from OGC, 2003

  10. Culture Value of project/program/portfolio etc (1) • • Resource management This is the value added by through : • cross project resource management (budget, manpower, equipment) • • Standardization • Improved effectiveness of delivery achieved via standard tools/methodologies, support groups • Management control • Control/oversight of project activity, alignment to goals • • Task interdependency • Management of project interdependencies

  11. Culture Value of project/program/portfolio etc (2) • • Benefits realization • This is the value added by the programme through : • Focus on the desired outcome of the programme rather than the successful deliver of projects • • Stakeholder management • Improved stakeholder commitment • Emergent strategy • Adoption of new ideas / approaches and modification of programme goals on ongoing basis • • Learning • Exchange of learning and experience between projects within the programme

  12. Strategic Operational Making and Delivering Change of : Product Process Organization External environment or Society Culture Typical application Construction,engineering, IT Research and development Process re-engineering Mergers, acquisions, Government agencies Benefit area Resource management Standardization Management control Tasks interdependency Benefit realization Stakeholders Management Emergent strategy Learning Drug Development Business Change Homogeneous programmes Heterogeneoussprogrammes

  13. Drug Development Resource Management Task interdependencies Standardization Learning Culture Management focus on : • Business Change • Management control • Benefits realization • Stakeholder management Management focus => metrics => Behavior => Culture

  14. Drug Development practitioner’s view of Business Change Disruptive Opportunist Unstructured A risk Culture • Business Change practitioners view of Drug Development • Arrogant • Dogmatic • Inflexible • A barrier These are caricatures but …….

  15. • Projects must be allowed to be “selfish”. The functions undertaken by the Program and Portfolio must occur. In smaller organization delivery and change activities may be managed within the same portfolio. Even in large organization, major change activities may be managed within the same portfolio as delivery activities. It is possible to give senior management visibility across delivery and change project by adoption of common “project office” and resource tracking tools. Backstop – diligent engagement with stakeholder + utilization of “Middle Management” Solutions ? Possible solutions to structural issues

  16. • Cultural issues are much more difficult to address. Cultural differences exist for a reason and are likely to persist. Ultimately structural changes will reduce the scope for conflict and therefore the impact of culture differences. Good marketing of business change initiatives will help, as will careful stakeholder management and having a powerful sponsor. Hopefully awareness raising (such as this presentation) will help. Solutions ? Possible solutions to cultural issues

  17. Final version of slides will be published on : www.echangesolutions.com within the week. Thank you.

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