Cambridge Healthtech Institute’s 14th Annual

Portfolio Management
( 投资组合管理 )

让投资组合与生产性的管理与企业战略一致后,促进技术创新以及提升价值

2019年10月17-18日


在收益日渐下滑,商业上的成功也不甚乐觀的经营环境中拓展事业的生物医药品厂商、医疗机器厂商、研究开发型企业,必须持续地对企业本身的投资组合进行评价。本会议专题以投资组合管理为主题,强化配合企业战略的投资组合以及生产性,促进技术创新的方法成为焦点。在会议期间,超过100位任职于制药公司、生物科技企业、医疗机器厂商、高科技企业、公部门及政府机关,统整研究开发的高级干部将齐聚一堂,讨论的主题包括专案及投资组合的管理、研究开发的新构想、决策分析、管理变更、预测、业务模式改善等领域中的最佳实践。为了要更有效率的进行投资组合管理,必须要让投资组合与生产性跟企业战略方向一致,支援迅速开发,让数据符合计画规划。

Final Agenda

 

10月17日(四)

11:00 am Registration


12:10 pm Welcome from the Conference Organizer

Kaitlin Searfoss Kelleher, Conference Director, Cambridge Healthtech Institute

12:15 Luncheon Presentation to be Announced

12:45 Session Break

JOINT KEYNOTE SESSION: DECISION ANALYSIS
FOR OPTIMIZED RESOURCE AND PORTFOLIO DECISION MAKING

1:25 Chairperson’s Remarks

Matthew Kokkonen, MBA, Director, Portfolio and Governance, Enterprise Excellence, CSL Behring

1:30 Single Source of Truth: Using Enterprise Tools to Align Decisions

Ferrante_MichaelMichael Ferrante, Head, R&D Business Capabilities, R&D Strategy & Planning, Bristol-Myers Squibb

In this presentation, we will explore how enterprise planning tools can drive better decisions. We will explore the power of multi-level planning, standard data and common definitions, and a single Book of Work can ensure alignment from the portfolio to the project to the functional area. We will discuss the interfaces between different systems that can align a large organization effectively and nimbly.

2:00 Towards Logical and Strategic Reasoning Within Pharma Drug Development Decisions

Ko_ElayneElayne Ko, Director, Portfolio Decision Sciences, GSK

In Jonathan Haidt’s book, he notes “intuitions come first, strategic reasoning second” and cites neuroscientist, Antonio Damasio, who observes gut feelings and bodily reactions are necessary to think rationally. Jonathan Haidt concludes, “the head can’t even do head stuff without the heart.” This presentation explores the implementation of the Decision Analysis process and facilitation approaches towards strategic reasoning without the cognition and emotion dichotomy to aid pharmaceutical drug development decisions.

2:30 Analytics and Culture: Lessons Learned and Comparisons Between Pharma/Biotech, Oil & Gas, and Government

Nieman_TimothyTimothy Nieman, Senior Manager, Portfolio Analysis, Portfolio Management Office, BioMarin Pharmaceutical

This talk will discuss the similarities and differences in the application of decision analytics between pharma/biotech and oil and gas companies, as well as US government agencies, and how different business settings and cultures affect those applications. What best practices can we learn from other industries and what can they learn from us?

3:00 Introduction to Breakout Discussions

3:05 Refreshment Break with Exhibit Viewing

3:35 Interactive Breakout Discussions

4:35 Networking Reception with Exhibit Viewing

5:35 Close of Day

 

10月18日(五)

8:00 am Morning Coffee

CAN ARTIFICIAL INTELLIGENCE TRANSFORM DECISION MAKING?

8:25 Chairperson’s Remarks

Daniel Patrick, Senior Director, Global Project Management and Leadership, Daiichi Sankyo


8:30 KEYNOTE PRESENTATION: Transforming Portfolio Decision Making through Use of AI

Kugener_IvanIvan Kugener, MD, VP, Head, Global Portfolio Management, Strategy, Merck KGaA

We are a team of seasoned scientists and portfolio professionals with more than 20 years of individual experience. This talk will discuss using machine learning models in the context of risk management and probability of success calculation, as well as eNPV and scenario building. This is a disruptive thinking approach to portfolio management; probability of success is the most important value driver to pipeline. This will provide an innovative and practical example on how to significantly improve decision making for the most uncertain and resource-hungry part of the pharma P&L.

9:00 Executing an AI Project: Insights and Impacts in Portfolio and Resource Management

Patel_JayJay Patel, Director, Oncology Operations, US Oncology, Bristol-Myers Squibb

Many organizations are looking at executing AI projects within their organizations. Because of the unique nature of Artificial Intelligence, many challenges exist for project teams who want to execute AI projects, and the experienced, successful, and proper execution of AI projects remains extremely elusive. Let’s explore some of these challenges from a Project Management perspective and ensure a more likely successful outcome with meaningful suggestions.

IQVIA9:30 Presentation to be Announced 

10:00 Networking Coffee Break

CORPORATE STRATEGY AND GOVERNANCE

10:40 Linking Corporate Strategic Portfolio to Projects Through Governance

Kokkonen_MatthewMatthew Kokkonen, MBA, Director, Portfolio and Governance, Enterprise Excellence, CSL Behring

Have you or your organization struggled to link corporate strategy with the projects across the functions working toward executing ‘a strategy’? This presentation explores an effective and working approach to bridging strategy and execution at a global scale.

11:10 Analyzing Governance Decision Making and the Impact of Team Preparedness

Antis_ChristineChristine Antis, Senior Director, Portfolio Governance and Head of Portfolio Decision Sciences, Portfolio Management, GSK

We’ve all heard the saying ‘garbage in, garbage out’. Portfolio investment and decision making is believed to be based on data analytics and logical rubrics. Value, strategic fit, life cycle management are all sound rationales for investment. In this session, we’ll consider what a good decision is and how ‘good’ can be evaluated. We’ll also dive into how team preparation and the quality of portfolio analytics influences decision quality.

11:40 An Agile Approach to Portfolio Planning

Liang_CandyCandy Liang, Director, Strategic Planning, Akebia Therapeutics

Traditional portfolio planning approaches can be slow in outcomes and heavy in resourcing, but many companies in a fast-changing environment can’t afford to lose speed or invest full resources in portfolio planning. This talk presents a case study on how to adapt portfolio planning in a fast-changing, high-growth small biotech. We’ll discuss lessons learned and how agile principles can be incorporated into portfolio planning to translate corporate and TA strategy into BD action quickly.

12:10 pm Luncheon Presentation (Sponsorship Opportunity Available) or Enjoy Lunch on Your Own

12:40 Session Break

IMPROVING PORTFOLIO MANAGEMENT PROCESSES

1:35 Chairperson’s Remarks

Christine Antis, Senior Director, Portfolio Governance and Head of Portfolio Decision Sciences, Portfolio Management, GSK

1:40 FEATURED PRESENTATION: Validated Probability Assessments – Insights from Lilly’s 20 Years of Experience

Persinger_CharlesCharles Persinger, Senior Research Advisor, Portfolio Strategy & Decision Sciences, Eli Lilly and Company

The probability of technical success of drug development projects is important, relevant information that informs both portfolio and project decisions. Lilly has over 20 years of experience assessing these probabilities and has over 1200 outcomes to validate the accuracy of these assessments. This presentation will discuss Lilly’s approach, analysis of assessment performance, and learning from their experience.

2:10 Pragmatic Approach to Implementing Portfolio Management and Optimization

Tevis_CrissyCrissy Tevis, Director, TOPS Portfolio Management, Technical Operations, BioMarin Pharmaceuticals

In this talk, I will share our journey to transform the organization from siloed decision making and numerous project lists with misaligned priorities to a tiered portfolio management structure that uses optimization to select the best collection of projects within our resource constraints and aligned to our objectives.

2:40 CO-PRESENTATION: Exploring New Avenues in Portfolio Optimization: Pharma and Financial Counterparties Unite

Jonathan Freeman, Senior Advisor, Blackstone Life Sciences, COO, Anthos Therapeutics 
Avi Spier, Executive Director, Search and Evaluation, Business Development & Licensing, Novartis

Classically portfolio groups find “best fits” between strategy, pipeline, and R&D budgets, whereas the BD&L group “minds the gap” identified within the pipeline. However, a novel route to portfolio value maximization is being achieved though non-traditional, highly creative constructs between innovative pharma portfolio / BD&L groups and a new breed of financial counterparties possessing both deep capital and scientific resources. We analyze this new trend, discussing as a case study Anthos Therapeutics, formed by Blackstone and Novartis.

TOOLS AND MODELS FOR EFFECTIVE PORTFOLIO MANAGEMENT

3:10 Leveraging Portfolio Analytics to Guide End-to-End Cell Therapy Development

Krishna_DelfiDelfi Krishna, Director, Cell and Gene Therapy Platform, R&D Strategy, Portfolio and Operations, GSK

We will share an approach to build a financial model for a cell and gene therapy asset and portfolio and discuss case studies that leverage the model and recommend organizational investments.


3:40 PANEL DISCUSSION: Simplifying Portfolio and Resource Management Processes in the Age of Analytics

Patrick_DanielModerator: Daniel Patrick, Senior Director, Global Project Management and Leadership, Daiichi Sankyo


Lane_MarkPanelists: Mark Lane, Executive Director of Drug Development, PRA Health Sciences


Sethuram_RaghuRaghu Sethuram, Senior Director, Global Portfolio Management, Pfizer Consumer Healthcare

There has been an increase in advanced analytics across the scientific and business worlds, but sometimes our desire to test out the latest tools and algorithms has overly complicated our processes. This panel discussion will dive into ways companies are truly simplifying their portfolio and resource management processes, with or without data analytics.

4:10 Chairperson’s Closing Remarks

4:15 Close of Portfolio Management

* 活动内容有可能不事先告知作更动及调整。

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