The Pharma 'Mini-MBA'

A 5-day In-house ‘Mini-MBA’ programme developing the skills of key executives and managers in the pharma sector.

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 your team

  • 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 your team?

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.

Session 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

Session 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

Session 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

Session 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

Session 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

Session 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

Recommended Trainers

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.

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 fh4. Programme Facultyrom 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.

Bespoke training

We can customise this course to meet the requirements of your organisation. Contact us to discuss your training requirements.

Previous customers include...

  • BB Management
  • Belupo Inc.
  • BIOFARM
  • Centrala Farmaceutyczna CEFARM SA
  • CSL Ltd
  • Evotec UK LTD
  • Galderma Belgilux SA
  • GlaxoSmithKline EOOD
  • Icon Clinical Research
  • Immatics Biotechnologies GmbH
  • IMS Health
  • InQpharm Europe Ltd
  • KEMOFARMACIJA DD
  • Morphosys AG
  • MSD Animal Health (Intervet Norge)
  • Mylan
  • Novartis Pharmaceuticals UK Ltd
  • NOVO NORDISK AS
  • Orion Corporation Orion Pharma
  • Pharmalink Consulting Limited
  • Sanfarm Sp Z O O
  • Sanofi Aventis
  • Santaris Pharma
  • Selcia Limited
  • Teva Pharmachemie
  • The European Medicines Agency (EMEA)
  • TopoTarget AS
  • Vifor (International) Ltd.
  • Warner Chilcott UK Ltd
  • Zentiva, ks

Good mix of speakers, all deeply knowledgeable in their fields. Met my expectation from this aspect.

Paul Kuiken, Associate Director, Pharmalink Consulting Limited

On the whole the content was excellent although I was already aware of a lot of the pharma overview section. The speakers were all very experienced and well read, although the second day Tuesday did drag on a little, needed more workshop sessions).

Daniel (Toby) Shephard, Head Global Medicine Consumer HealthCare , BOEHRINGER INGELHEIM

The course gives a very good overview on the drivers and mechanisms at stake in the Pharma business. It is an opportunity to step back to get a bigger picture and maybe a sane shift from everyday's focus.

Jean Delobel, Senior Project Manager, Merial SAS

Highly professional, well presented, well thought out, well put together, excellent delivery.

Mike Wray, Director of Operations, Food and Environment Research Agency

The course was very well structured. A summary throughout of where we have been and where we are going was very useful to align the content from subject to subject and day to day. The speakers were tremendous in summarising and simplifying their subjects given we only had 1 day per subject. Each speaker encouraged interactive input from the delegates. I enjoyed the week immensely; the days flew by so quickly but I am eagerly waiting to apply my learning and understanding back at work. Thank you Anna - I enjoyed the week immensely. Also, your idea of moving the delegates was a great idea allowing us all to work with each other to discuss different aspects of our businesses.

Debra Jux, Associate Director, Marketing - Procurement EMEA, Astellas Pharma Europe Ltd

The Falconbury's mini-MBA provided a valuable and enriching overview on wide aspects of pharma and biotech business. Excellent trainers, wealth of good knowledge sharing with various tools and techniques to improve your business.

Shameer Kustagi, Senior Data Manager, Novo Nordisk AS