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Senior management Executive Mini-MBAs Pharma

Pharma 'Mini-MBA' for the Elite Manager

Introduction - John Ansell

Speaker article introducing the most influential gurus within the pharmaceutical industry

Read the full article here.

An Article by John Ansell, Senior Partner at the CRO TranScrip Partners

Falconbury’s expert speaker and course contributor John Ansell gives his view on the latest developments within the pharmaceutical industry.

Course overview

Focusing on key areas that determine real business results and rewards in the pharmaceutical and biotech sectors, this in-house programme is full of practical tips, tools and techniques, all underpinned with tried-and-tested business principles and examples direct from the industry.

What this in-house programme will do for you

  • DEVELOP your understanding of the economic drivers in the industry and increase your awareness of the opportunities and challenges you face
  • CHALLENGE conventional business thinking and empower you to develop future oriented strategies and operating models to take your business forward
  • FOCUS on the key commercial and financial management techniques employed to enable businesses to deliver value
  • EMPOWER you to contribute to making your business strategy happen
  • ANALYSE key strategic issues facing your business and apply frameworks to inject conviction, confidence and foster compelling decision-making
  • EXAMINE the links between business functions and how, combined, they support growth to deliver strategic vision

Is this ‘Mini-MBA’ Elite Manager Development Programme for you?

THIS PROGRAMME WILL BENEFIT

Key executives, elite managers and heads of departments from the R&D, clinical regulatory, commercial, sales and marketing, manufacturing, distribution, finance, legal, purchasing and business development functions.

Part One

MODULE 1: The global pharmaceutical and biotech industry – Economic, commercial and strategic drivers

Understanding the special nature of the business environment in which you operate and how it is impacted by global factors is vital and sets the scene for the programme as well as introducing the themes which will occupy participants throughout the week.

Participants also have the opportunity to focus on their specific learning objectives and challenges and establish how to derive the maximum value from the programme.

CURRENT AND FUTURE TRENDS

  • The evolving pharmaceutical marketplace
    • Changing influence of stakeholders within pharmaceutical marketplace
    • Impact of economic crisis on the pharmaceutical industry
    • How are pharmaceutical companies adapting to new pharmaceutical environment

THE NEW ROLE OF ELITE MANAGERS IN THE C21ST IN THE INDUSTRY

  • Identifying the new capabilities required by successful pharmaceutical executives
  • Considering participants’ specific operational environments and challenges
  • Learning to partner across organisational boundaries
  • Establishing new vocabulary to share insights with other disciplines
  • Sharing individual learning agendas and expectations

Part Two

MODULE 2: Exploring strategic analysis, direction and decision-making

Exploring the industry strategy cycle and supply chain, enables participants to understand how their organisations adapt to take advantage of specific opportunities afforded by the nature of their industry.

This enables participants to establish how they can contribute to the development and implementation of successful strategies on an individual and collective basis.

THE STRATEGIC ANALYSIS PROCESS AND VOCABULARY

  • Developing an overview of strategy
  • Defining strategic concepts and terms
  • Identifying the critical success factors for the pharmaceutical industry
  • Establishing and mapping external and internal strategic triggers for change
  • Identifying and mapping pharmaceutical industry stakeholders

THE STRATEGIC ANALYSIS TOOLKIT

  • Analysing the global environment and key trends impacting the industry
  • Mapping the market and competitive environment
  • Assessing organisational strengths and weaknesses for pharmaceutical businesses
  • Matching organisational capability with market opportunities

Part Three

MODULE 3: Identifying strategic choices and capability

Examining the distinctive nature of the challenges which the industry faces in making strategic choices on the investment of scarce resources to research, develop and bring products to market. It also
explores the range of different options which exist for securing the capability necessary to realise the chosen strategy.

BUILDING A PORTFOLIO THROUGH SIGNIFICANT TIMELINES

  • Making strategic choices about R&D investment
  • Developing new pharmaceutical products
  • Understanding the risks associated with alternative drugs portfolios

THE PRODUCT LIFE-CYCLE

  • The classical cycle and its limitations
  • Life-cycle management

THE FUNCTION OF BUSINESS DEVELOPMENT

  • Licensing within business development
  • The target product profile
  • Key milestones in the development process
  • R&D portfolio strategy and management
  • Mission statements and therapeutic goals
  • Portfolio strategy at therapeutic area level
  • Barriers to entry

STRATEGIC ALLIANCES AND OTHER TYPES OF DEALS

  • Identifying alternative ways of acquiring capability

THE DEVELOPMENT OF STRATEGIC ALLIANCES

  • The range of alliance types
  • Mergers and acquisitions

PARTNERING STRATEGIES

  • Strategies for start-ups
  • Strategies for acquiring the rights to mature products

Part Four

MODULE 4: Leading, engaging and developing talented people

Strategy is implemented through the combined efforts of people, bound by a common purpose. The role of pharmaceutical executives in managing and leading people is explored in this module. It covers the alternative approaches which may be deployed in order to build high-performance teams, engaged in creating value for all stakeholders.

THE ROLE AND PROFILE OF INDUSTRY LEADERS

  • Understanding the performance challenges facing pharmaceutical leaders
  • Defining effective leadership in the 21st century
  • Reviewing the new competences required and their application
  • Differentiating between management and leadership activities
  • Building high-performance teams and managing their performance

PLANNING CHANGE

  • Understanding the planning process for pharmaceutical change
  • Determining appropriate levels of involvement through the process
  • Recognising the factors which determine success
  • Anticipating the factors which derail successful change
  • Tracking progress through strategic change

LEADING CHANGE

  • Defining effective leadership roles
  • Understanding your leadership style and appropriate application
  • Engaging effort and addressing resistance
  • Recognising differences in multifunctional and cultural teams
  • Learning, reflecting and sharing knowledge

Part Five

MODULE 5: Strategic marketing and customer experience

Exploring the principles and practices of effective marketing within the pharma/biotech industry. The workshop will explore the changing healthcare environment and consider how marketing strategies can be designed to maximise brand potential within a company’s portfolio.

THE PHARMACEUTICAL CUSTOMERWHO? WHAT? HOW?

  • Customer insight – what is it and how do we get it?
  • Segmenting and targeting our key customers
  • Customer belief mapping

STRATEGIC MARKETING

  • The importance of developing a powerful brand
  • Brand positioning and lifecycle management
  • Effective use of The Marketing Mix in pharmaceuticals

CREATING THE IDEAL CUSTOMER EXPERIENCE

  • What is it and why is it important?
  • Understanding our customers current experience (patients, physicians and payers)
  • Creating a customer experience that stands out from competitors

BRAND TRANSLATION AND ALIGNMENT

  • The Brand Inside
  • Integrated brands
  • The power of Brand Champions

Part Six

MODULE 6: Financial and commercial management

In this highly competitive industry, substantial investments in drug discovery take many years to yield a return and valuing intangible assets such as patents proves problematic. This module explores the way in which conventional financial planning and management approaches are tailored to operate effectively within industry specific challenges.

Participants develop the language and understanding which enables them to collaborate with financial colleagues.

THE PHARMACEUTICAL BUSINESS MODEL

  • Understanding the importance of cash flows
  • Recognising how to leverage equity and debt
  • Determining the difference between turnover, cash and profit
  • Exploring capital and operational expenditure
  • Understanding the difference between tangible and intangible assets

FINANCIAL TERMINOLOGY AND POLICIES IN BUSINESSES

  • Identifying specific pharmaceutical measures and methods of accounting
  • Differentiating alternative pricing strategies
  • Valuing assets through time
  • Allocating costs and matching revenues and expenditure
  • Measuring profit

KEY FINANCIAL STATEMENTS AND RATIOS

  • Interpreting the income statement
  • Analysing the balance sheet
  • Understanding the cash flow statement
  • Recognising the key business ratios used within the pharmaceutical industry
  • Assessing earnings and dividends per share and cover

FINANCIAL STRATEGY AND BUSINESS CASE PREPARATION

  • Determining financial policy to support business strategy
  • Valuing businesses for acquisition
  • Preparing compelling business cases for investment
  • Evaluating capital projects
  • Assessing and addressing upside and downside risk

The expert faculty

The faculty combines in-depth knowledge of the pharma industry with significant business consultancy experience and expert facilitation skills.

Programme Director

Tony Grundy is a lively executive developer with twenty-four years experience. He has competencies in strategy, marketing, operations management, organisation development and in finance and international management. He has worked with numerous Pharma companies including Amgen, Johnson and Johnson, Pfizer, Nycome and Solvay. He was the co-inventor of the Pharma Mini MBA idea fifteen years go and has been running these events since. He also coordinates MSc Projects in Regulatory Affairs for TOPRA.

He has taught Strategy at Cranfield for fifteen years and also at CASS and Cambridge Business Schools, and is now Visiting Lecturer at Henley in Strategy and Finance. Tony has a Cambridge degree, an MBA from CASS, a PHD from Cranfield and MSc in organisational behaviour from Birkbeck, and an MPhil from Warwick. He is also a Chartered Accountant. He is author of 18 books, the last one published in 2012, Demystifying Strategy. Extracts of this book are included within the course materials.

Programme Faculty

John Ansell is a biochemistry graduate with a Masters Degree in Business Studies. John began his 20-year career in international marketing and business development in Holland with Organon, working for Schering AG and Fisons in the UK, and again in Holland, with Solvay. Finally, from 1985 to 1989 he worked at Glaxo Holdings, on Zantac. Subsequently, as an independent industry consultant based in Thame, Oxford, UK, John has worked for more than 100 clients on commercial strategic projects. He is a frequent speaker, and has also acted as a chairman at over 30 industry conferences. John is the author of over 40 articles and reports on strategic industry issues.

Graham Foxon is a Senior Director of Global Market Access & Pricing for Ferring Pharmaceuticals. Graham’s role within Ferring is to provide Market Access and pricing support services to ensure that Ferring’s clinical development programs incorporate endpoints that are of value to payers and to support Ferring marketing and sales companies with value communication materials so that key external stakeholders: payers, pharmacists, physicians & patients are aware of the value of Ferring’s product portfolio. Prior to working at Ferring Graham worked for IMS consulting as a Senior Consultant in the Pricing and Market Access practice. Graham holds an MBA from Aston University, UK and a Ph.D. in neuropharmacology from the University of Durham, UK.

Claude Lubicki is the CEO of BioExpand, an International Life Sciences Consultancy boutique, which he established in 2005. BioExpand is an Associate Member of France Biotech and FIB (Finnish BioIndustries). Claude has over 20 years global experience in the pharma industry in various leadership positions for large companies but also mid-sized privately and publicly owned organisations. He is experienced in marketing (global & local), business start-up (affiliates and business units), P&L management, business turnaround management, business development and licensing, consultancy in the Biotech arena and for major pharma companies. He also has experience in change management, the leadership of integration programmes following M&A and leading matrix structures.

Claude has worked with numerous pharma companies including GlaxoSmithKline, Pfizer, Menarini, Orion Corporation, Grünenthal and also Finnish and Continental European Companies, start-up companies such as Juventia Pharma, Turku Science Park (Finland), Galilaeus, Biovian, Biosyn GmbH and others.

By decree of the Prime Minister, Claude was twice nominated Counselor to the French Foreign Trade (2002-2008). Claude has a MBA from the University of Hartford, CT, USA. He also holds an Msc in Economics from Paris I Pantheon-Sorbonne. He also completed an Executive Programme of International Marketing from INSEAD.

Robert Mowbray is one of the longest standing and most widely known financial trainers of business professionals. After completing his degree in chemistry he qualified as a chartered accountant and has a broad experience of auditing organisations from pharmaceuticals and other industry sectors. He is renowned as a trainer in all things ‘financial’ and has considerable experience of helping commercial people to read financial statements and in helping organisations to increase profitability through more efficient and effective working practices. Robert has trained or consulted with over 400 organisations in over 20 countries. He has been voted Trainer of the Year by the Legal Education & Training Group. The unique experience that Robert has gained puts him in a position to independently and authoritatively help pharmaceutical firms to develop their people and their business.

You may also be interested in...

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Finance for Non-financial Managers in the Pharma Industry

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Understanding the Pharmaceutical Industry

Previous customers include...

  • Abbott Products
  • BB Management
  • BOEHRINGER INGELHEIM
  • CSL Ltd
  • Evotec UK LTD
  • F Hoffmann La Roche AG
  • Galderma Belgilux SA
  • GlaxoSmithKline EOOD
  • InQpharm Europe Ltd
  • Ipsen Ltd
  • Janssen BV
  • KEMOFARMACIJA DD
  • Medis, doo
  • Merial SAS
  • Miltenyi Biotec GmbH
  • Morphosys AG
  • MSD Animal Health (Intervet Norge)
  • MSJ Group of Companies
  • Mylan
  • NOVO NORDISK AS
  • Orion Corporation Orion Pharma
  • Roche Products Ltd
  • Selcia Limited
  • Shire Pharmaceuticals
  • Teva Pharmaceuticals Ltd
  • Teva Pharmachemie
  • The European Medicines Agency (EMEA)
  • Vifor (International) Ltd.
  • VOISIN CONSULTING LIFE SCIENCES
  • Warner Chilcott UK Ltd

What previous delegates say...

“Good presentation and speakers”

Maj Hedtjärn, , Santaris Pharma

It is a very good course in all – content, presentation and speakers

Dora Sideri, Regulatory Compliance Coordinator, Pharmathen SA

Interactive, dynamic

Virginie Galitschke, Senior Legal Counsel, Morphosys AG

A complete course… good speakers, good examples from the practice/industry

Michael Vierkant, Technical Specialist, Janssen BV

It was one of the best interactive courses I’ve attended… I had a great time

Gary Dodson, Manager, RA Operations Europe, Baxter Healthcare Corporation

The course was really excellent

Dr Guiseppe Giardina, Deputy Chairman and CEO, Nikem

Calibre and knowledge of the speakers was very high and impressive

Isla Irvine, IP Admin Manager, Brittania Pharmaceutical Ltd

Good overview of and insight into the centrally critical subjects of Pharma's core competency fields

Brigit Anderegg PH.D., Manager, Business Development, Merz Pharmacueticals GmBH

I found the flexibility of learning very helpful. I was especially impressed with the clear and gogent writing style of the materials

Dr Sebastian Gruson, Head of Legal Department, Nippon Boehringer Ingleheim

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George Hawkes-Pippen, Nexor Ltd on Business and Contract Law

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