​It's all change in the pharmaceutical industry!

Much is written and said about the extent of change going on in the world of the pharmaceutical business. Regulations, new levels of risk aversion, accessibility of information, low-cost generic manufacturers, pricing pressures, to name but a few, are all contributing to the imperative to do things differently. In response we are seeing a shuffling of the deck, as major players create the businesses they believe will deliver success in the ever-changing markets. But it is not just the markets that we play in, and the pipeline that we deliver that will dictate success. The people we have, our organisation and capabilities, together with our ability to work together within, and without, our business are going to be increasingly significant factors.

What we do, and how we organise is moving on and has to move on much further, if we are to thrive. This is best illustrated by example.  In research we have extended our skills beyond the laboratory and the clinic and well into the portfolio management arena. Once upon a time, the Head of Research managed a team of scientific researchers. Now, the Head has to consider internal and external research investment, deliver commercial contracts with third parties, and be at least extremely curious about health economics and how it should influence Research decisions.  

In manufacturing, we have nurtured capabilities to be excellent in the conversion of raw materials into products fit for consumption. The need to continue to deliver good products continues, as does the imperative to keep manufacturing off the board agenda. But, new skills make the difference between success and failure: third party management, contract management, supplier development, planning and balancing more complex supply chain trade-offs. 

The role of sales and marketing is rapidly shifting focus from selling to medical practitioners, to selling to healthcare funders, be these insurers or nationalised health services. The skills, attributes, level of people needed to do this are very different. Perhaps, one of the more significant changes coming our way and likely to impact all areas, is the shift in regulation from “explain” to “prevent”. New skills, new methodologies and, perhaps, most significantly, a new mind set is required.

To read in full, please click on the pdf link below, the article can be found on page 50:

All change please.pdf

or to view the magazine please click on the link below:

http://viewer.zmags.com/publication/e153833d#/e153833d/50

About Pharma Magazine

Aimed at the international pharmaceutical and bio-pharmaceutical community, Pharma magazine covers every aspect of manufacturing from R&D to finished product. With a worldwide circulation of more than 40,000 individuals, it is the first truly global magazine for the pharma industry, bringing together the disciplines of discovery and development, the drug manufacturing process and the resultant business and management issues. For further information visit the Pharma website at www.pharma-mag.com