We’ve all heard of or participated in the development of an excellent strategic plan that has gone no further than the shelf to gather dust. In 1999, Fortune Magazine, published the article “Why CEOs Fail,” which stated that “70% of all strategies fail to achieve their desired results and 30% fail to achieve anything at all.” Things don’t seem to have changed much. Why is that? Read on to learn more…

Today, payers (public and private) are looking at ways to best manage drug spend. Biologics currently represent less than 20% of drug spending, but, with more than 300 biotechnology products in late stage developments, biologic drug spending is forecast to represent one third of total drug expenditures. With many patents expired or expiring for the top 15 biologics (by dollar volume) in Canada, the introduction of Subsequent Entry Biologics (SEBs) may be one way to reign in the burgeoning biotechnology drug costs. With different regulatory governance and requirements surrounding biologics, the potential pathways to savings for biologics that currently exist for small molecules may not be applicable and will need to change.

This article provides an overview of the key components of strategic plans, some best practices and biases to avoid. A winning process that includes the right people engaged in vigorous debate, avoiding biases, and making tough choices together with on-going monitoring of the environment to course correct, if necessary, will keep you focused on a winning strategic path.

Globally, over 60% of pharmaceutical industry growth can be attributed to specialty care brands. Pangaea recently interviewed a cross-range of executives in specialty and primary care pharmaceutical markets to understand how this market differs from primary care, what it takes to be successful and how the HR function can help ensure that success.

In their simplest form, SEBs are biologics — drugs created by bio- logical processes — with a demonstrated similarity to a previously approved biologic drug. Read more to find out how the regulatory environment and commercial models are unfolding and what impact is expected on the biologic market.

Quebec is undergoing its own transformation. This article highlights the changes and the implications for pharmaceuticals.

We conducted research with 22 senior executives from 12 companies on the role of emotional intelligence (EI) in the Canadian research and development pharmaceutical industry, and the results were eye opening! We concluded there is a real risk that many companies are missing the boat on a genuine opportunity to gain a competitive edge.

When we were initially approached by Astellas, they had a specific problem: Managing their relationships with retailers and distributors.

Our dedicated team of trade relations specialists helped augment Astella’s marketing team and provide hands-on assistance.