Partnering strategies in life sciences R&D | Whitepaper
Large life sciences (LS) companies face challenges throughout the value chain, yet most troubling for senior executives is the uncertainty surrounding the next wave of growth and innovation.1 As companies place an increasing number of diverse therapeutic bets, a new R&D operating model will emerge to support these broadening pipelines. Strategic partnerships will play a key role, providing access to flexible capacity, scientific and clinical expertise, process efficiencies and risk-sharing. However, this will require a more comprehensive partnering strategy than the typical “one size fits all” approach. A portfoliobased approach recognizes the unique economic and risk profiles of each therapeutic area. With improved understanding of how their core skills and potential collaboration synergies vary across the portfolio, LS companies can use various teaming models to craft more effective partnerships.
- Are you prepared to manage an expanding R&D pipeline?
- How can you respond to the threat of “value chain disintegration?”
- Are your alliances delivering the value you expected?
- How can you create alliances that will support your strategic priorities?
The objective of this article is to help you understand the partnering models at your disposal in your efforts to enable a comprehensive R&D strategy that addresses future scientific uncertainty and the changing R&D operating model.
Regardless of the model, realizing the benefits of a partnership will require the full commitment of senior leadership and joint investment.
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