Course

Senior management Executive Mini-MBAs Pharma

The 'Mini-MBA' for Pharma and Biotech Industry

Course overview

Significant geo-political turbulence, the emergence of new markets and pressure on margins, have changed the nature of competition across the global pharma, biotech and life sciences sector. A recent industry review claims that “the expected market development of the pharmaceutical industry by 2020 will require a different skill set from employees within the industry”.

What are the new capabilities which successful business leaders will need to develop in order to survive and thrive in this new world? Commercial awareness, an understanding of market economics and an ability to negotiate relationships across complex value chains characterise the successful individuals. This ‘Mini-MBA’ provides access to an intensive version of the traditional business school format and also adds a pragmatic focus on delivering results in the real world. It is designed to provide you with the vocabulary and toolkit necessary to improve your performance and the profitability of your business.

It will build your key business skills allowing you to contribute effectively to the strategic decisions and choices which your organisation makes about investment, resources, risk appetite and engagement.

Is this ‘Mini-MBA’ development programme for you?

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

Specifically designed for high-potential managers and executives working within the pharmaceutical, biotech and life sciences sectors who want to improve their general management capability and explore what the high-achieving performers of today’s commercial world are thinking and doing.

What this programme will do for you

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

BENEFIT from building your awareness of the key economic drivers behind this highly regulated sector
UNDERSTAND the key strategic issues facing the industry
IDENTIFY insights from stakeholders across the industry
CONTRIBUTE successfully to an effective change agenda
DEVELOP your understanding of the practical application of key strategy and planning tools
CHALLENGE the conventional thinking around your current business model
ANALYSE and reflect on the common financial problems that pharmaceutical and biotech companies face
COMPARE and contrast operating philosophies and structures in large and small pharmaceutical and biotech companies and assess the best approach for your organisation
SHARPEN your business awareness and decision-making capability by working on real situations and real companies
VIEW your organisation through the eyes of analysts, shareholders and investors in order to understand their expectations and requirements
DEFINE what is required to support an effective product and people pipeline
MAKE effective and objective decisions regarding engagement, promotion and retention of people

Pharma industry context

This programme has been speciﬁcally designed to combine development of the essential management skills that every high-performer needs within their tool-kit with current and key issues facing the pharmaceutical industry. Cutting edge and traditional management best practice and techniques will be examined in the context of the pharmaceutical industry to ensure each participant leaves with the skills to deliver a powerful performance and enhance business performance.

Business cases, examples and exercises based on and built around real-life scenarios have been speciﬁcally developed for the programme. It delivers a pragmatic approach on how to apply best practice management and offers deep insights in how the industry is addressing and overcoming a challenging commercial environment.

Industry Insights

The programme provides time to review and reflect on the current issues being faced by each of the participants. By sharing the different perspectives of all sectors operating within the pharmaceutical industry including large pharma companies, biotech and life sciences, real insights are developed. Discussion focuses on how the learning developed throughout the programme can be applied to effectively create value for both individuals and their businesses.

Part One

MODULE 1: Reviewing the global pharmaceutical, biotech and life sciences industry

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 attending the programme.

CURRENT AND FUTURE TRENDS IN THE PHARMACEUTICAL INDUSTRY

Recognising key trends that are shaping the pharmaceutical industry
- The changing realities of healthcare
- Healthcare models and therapies
- The basis of competition – Niche or global
- New supply chain management
The key challenges and decisions facing pharmaceutical executivess

THE NEW ROLE OF EXECUTIVES 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 and direction

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

Discussion Clinic and Think Tanks

There will be time scheduled in the programme to review the current issues being faced by the participants. Including discussion on how the learning developed throughout the programme can be applied to effectively create value for the business.

Part Three

MODULE 3: Identifying strategic choices and capability

This module explores 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: Understanding commercial and financial principles and dynamics

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 have been tailored to take account of these 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

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 CHANGING FACE OF PHARMACEUTICAL MARKETING

How the changes in the healthcare environment have impacted on the role of marketing within the pharmaceutical and biopharmaceutical industry
What does this mean for the marketer?
What impact does it have on the broader organisation and associated roles?

THE PHARMACEUTICAL CUSTOMER – WHO? WHAT? HOW?

Who do we now define as our key customers?
Who influences the purchasers choice?
How do we reach each of them and how can we facilitate their decision-making processes?
Understanding our customers and gaining deeper insight into their world and needs to help effectively position pharma brands at each stage of the life cycle

STRATEGIC MARKETING

Developing a powerful brand strategy
Using the marketing mix effectively to maximise brand value
The critical importance of value and market access

CREATING THE IDEAL CUSTOMER EXPERIENCE

Using tools and ideas from other sectors
Understanding our customers current experience
Creating a customer experience that stands out from competitors

INTEGRATED WORKING WITHIN YOUR ORGANISATION

Marketing is not just for marketers
All of us as Brand Champions
How organisational functions can align to support the corporate reputation

Part Six

MODULE 6: 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

The expert faculty

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

Programme Director

Anna Bateson works extensively with Boards and business leaders, addressing the challenges of creating and leading the delivery of strategy. As a highly experienced business consultant, speaker and facilitator, she has chaired successful pharma business management programmes since 2006. She has been described as a ‘skilled alchemist’ by the international audiences of business leaders with whom she works. Combining an expert understanding of business and academic principles with pragmatic insights gained over 35 years spent in business leadership and consultancy roles, she enables boards and executive management teams to focus on the real challenges they wish to address. Her breadth of experience across multinational, entrepreneurial businesses and the public sector provides a wealth of insights into the critical capabilities required by leaders seeking to deliver exceptional business performance in the globalised pharma industry. Anna leads this expert faculty who share insights and expertise in an exciting, inspiring and challenging programme, which addresses individual and collective learning agendas. Anna has an MBA from Brunel.

Programme Faculty

Claude Allery has been a strategic consultant to the pharmaceutical industry since 1991, prior to this he worked in industry for 14 years at companies including Rhone- Poulenc and Parke-Davis. He then founded Bionest, which has offices based in Paris and New York, and has been working successfully with many partners in industry on strategic development, organisational and marketing issues. His clients have included Sanofi Pasteur, Sanofi Merck, Aventis Pharma, Biogen, Johnson & Johnson, Lilly, Merck, NovoNordisk, Novartis, Pfizer, Pharmacia, Roche, Merck, Teva; mid-size European companies, such as Leiras, Lundbeck, Madaus, Menarini; and many biotechnology companies in Canada, France, UK and USA. He has participated in many healthcare conferences in Europe and the USA.

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.

Rachel McHale spent fifteen years within the pharmaceuticals industry, before leaving as a Head of Marketing at GSK. Rachel has gained substantial experience across a number of therapeutic areas, working within the UK and supporting international teams and networks. In 2002 Rachel set up Spirit, a marketing consultancy supporting some of the largest companies within the pharmaceutical and biotech industries, helping them to define their marketing culture and processes, and developing substantial marketing excellence and customer experience programmes. Clients included GSK, Roche, GE Healthcare, UCB, CABI, Unitech, Astra Zeneca.

Robert Mowbray is one of the longest standing and most widely known 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 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 professional firms to develop their people and their business.