Executing and Sustaining R&D Strategy in Life Sciences
A research and development series
Life Sciences research and development (R&D) organizations are facing unprecedented challenges: falling productivity, rising costs, increases in regulatory scrutiny and the demise of the blockbuster model. R&D organizations have responded to these challenges with new strategies, from improvements in R&D processes to transforming operating models. Although many of these strategies are sound, they often fail to deliver the anticipated benefits. In most cases, the problem lies not with the strategy but with its execution.
Good strategies usually fail as a result of not having the right people driving implementation, of not ensuring the vision translates into appropriate action, or of having an organizational infrastructure that does not support the strategy. Given the length of the R&D process and other pressures on the industry, Life Sciences organizations cannot afford to have their R&D strategies delayed or partially implemented because of poor execution. By focusing on more effective execution from the outset, R&D organizations can increase the likelihood of achieving the expected benefits of their strategies.
The article describes how R&D organizations can become more effective in the execution of strategies and demonstrates how this would increase the likelihood of achieving the expected, lasting benefits of their strategies.
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