Abstract
At a time when it is becoming quite difficult to develop new pharmaceuticals and medical technologies, large companies are leaning towards mergers and acquisitions as a strategy for growing the portfolio and building efficiency. Such decisions do not always fully incorporate perspectives from multidisciplinary stakeholders that become critical to developing and marketing these new opportunities. As a result, some investments may never materialize into successful commercial assets. This article describes a case study that was executed for a large pharmaceutical company, to help a multidisciplinary team of stakeholders align on key business opportunities and a cohesive vision for the future. In this case, a series of analyses led by relevant functional experts helped narrow down a broad group of diseases within a large therapeutic area to three true opportunities for investment. Each opportunity showed both scientific and commercial credibility and withstood challenge from senior leadership across multiple functions. This case study also helped develop a well functioning multidisciplinary team that would continue to manage this process of evaluation and decision making on an ongoing basis.
doi:10.1057/jmm.2010.38; published online 17 December 2010
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