On the cusp of a great opportunity
Leading research-based Indian pharmaceutical companies spend less than 10 per cent of their sales on research. In the interest of overall public health, India should allow patents for incremental innovation. Incremental innovation, or innovation by sequential steps, is essential to pharmaceutical development of new and improved medicines and public health and is indeed the major way in which medical science has progressed.
Ranjit Shahani
Vice Chairman and
Managing Director
Novartis India Limited, India
Are they turning pharma companies into Zombies?
Biotech consolidation through acquisition was the primary trend in 2007 for the big pharma and the global financial crisis in 2008 has driven the pharmaceutical industry towards adopting a short-term myopic M&A approach. The Innovation Gap for new drugs has widened to a cavern. In 2009, the industry has some interesting questions to answer. How to close this innovation cavern and how will the pharmaceutical industry manage short-term perceived benefits at the expense of long-term woes in building sustainable drug pipelines?
Neil J Campbell
CEO,
Mosaigen, Inc. and Partner
Endeavour Capital Asia Ltd.
USA
Collaborative models
Collaborations are a common business practice within the pharmaceutical and biotechnology industry. This article discusses both the strategic and tactical drivers for engaging in collaborations as well as some of the distinguishing features of the various types of collaborations used in this industry.
Bruce M Pratt
Vice President
Science Development
Genzyme Corporation, USA
Label-based strategies in the United States
Repurposed pharmaceuticals are attractive candidates for clinical development, but only with sufficient marketing exclusivity. Patents that focus on the uses and compositions in the product label can provide up to 20 years of exclusive marketing rights.
Ned Israelsen
Managing Partner
Knobbe Martens Olson
and Bear LLP, USA
The key growth mantra
The Indian life sciences industry has been innovating within its means right from its early days by mastering the art of process re-engineering during the process patent regime.
Sasikant Misra
Deputy Director
Confederation of Indian
Industry, India
A sustainable business model?
Personalised medicine breaks the cycle of trial and error medicine and helps ineffectiveness rates of medicines to decrease dramatically. Orphan drugs, targeted therapies for rare diseases, with their innovative nature and improved efficacy, make it a precursor for personalised medicine therapies and can offer a viable business model to expand from. Society should develop consensus for such new models in multi-stakeholder partnerships which will also make it sustainable.
Erik Tambuyzer
Senior Vice President
Corporate Affairs
Europe and International
Genzyme Corporation
Belgium
Changing business models
Personalised medicine, in which sophisticated diagnostics guide drug choice, dosing, and patient appropriateness, challenges older business models for both pharma and diagnostic tests. In particular, the diagnostic tests are original inventions and often require substantial original clinical research, which may or may not be intermingled with development costs for the drug.
Bruce Quinn
Senior
Health Policy Specialist
Foley Hoag LLP, USA
Biomarkers leading the way
Applying biomarkers as part of drug development efforts only started to materialise a few years ago. Given the recent efforts by not only regulatory authorities but also pharmaceutical companies, several case studies are now available that suggest that biomarkers will become a more integral part of future drug development and commercialisation and, therefore, foster the “promise of personalised medicine” over the coming years.
Michael Lutz
Senior Vice President
Pharmacogenetic
Partnerships
PGxHealth, USA
Understanding the challenges
“Follow-on” proteins pose complex questions for patients, biopharmaceutical companies, and regulators. Understanding the challenges in the development of biosimilars by the industry and regulators and addressing them could pave the way for delivering affordable and better biological medicines to patients throughout the world.
Cecil Nick
Vice President
Biotechnology
PAREXEL Consulting
A PAREXEL International
Company, USA
An evolving model
As economic pressures mount on the current industrial model of drug discovery and development, there is growing momentum in academic institutions to enter the fray of drug discovery and development. There has always been a symbiotic relationship between academia and industry in the discovery and elucidation of new biological targets; however, the delineation of the roles of academia and industry are beginning to blur.
Edward Holson
Medicinal Chemist III
Stanley Center for
Psychiatric Research
The Broad Institute of
MIT and Harvard, USA
Vertical integration is the key
As companies transition from young, start-up phase organisations to a more mature and successful stage, the needs and demands placed on the management teams from both internal and external sources change. These changes can have long-term consequences, whether they happen by strategic design or circumstance. The key element for growing companies is vertical integration.
David R Webb
Vice President
Research
San Diego Site Head
Celgene Corporation, USA
Coming of age
The role of automated cognitive function testing in contemporary drug development is assessed here, from the early stages as an aid to translational medicine, through pivotal trials of cognition enhancers to post-marketing studies. Properly automated cognitive function assessments have considerable benefits over traditional pencil and paper tests, and can bring additional value to all stages of drug development.
Keith A Wesnes
Chief Executive
Rianne E Stacey
Report Writer
Andrew C Embleton
R&D Statistician
Steve Satek
Vice President
Cognitive Drug
Research Ltd, UK
The development of optimised process for freeze-dried product is described. New available analytical tools are reviewed and different steps from early phase to life cycle management are covered.
Yves Mayeresse
Senior
Freeze-Drying Manager
GSK Biologicals
Industrialisation
Belgium
Enhancing operational efficiency
Making the best use of the equipment and reducing costs are two of the key challenges among many that the manufacturers in general and pharmaceutical companies in particular strive to overcome. Overall Equipment Effectiveness software is a boon in addressing the said challenges and aids in enhancement of overall operational efficiency.
Pala Bushanam
Janardhan
Senior Business
Consultant – Life Sciences
HCL Technologies Ltd.
India
Some sense and simplicity
With the advancement of our understanding of pathobiology of many cancers, many biologically targeted agents have been developed. This requires a paradigm shift in clinical development, based on rational design and moving towards personalised medicine.
Iman El-Hariry
Senior Director
Oncology Medicines Centre
GlaxoSmithKline, UK
Neurophysiological approaches
Techniques such as electroencephalography and evoked potential are useful tools for translation of preclinical findings into Phase I studies. These methods can be used early on to show the presence or absence of central action and adverse effects of investigational compounds, speeding the search for biomarkers and leading to better GO / NO-GO decisions.
Larry Ereshefsky
Vice President
Principal Pharmacologist
Malek Bajbouj
Principal Consultant
Early Development
PAREXEL International, USA
Assessment of investigator motivation
Identifying sites which enroll in line with expectations represents a major challenge in clinical research. This article discusses strategies to address this challenge and explores “the golden site profile” concept.
Benjamin Quartley
Associate Director
Feasibility and Patient
Recruitment, Clinical
Development Services
Covance, UK
Glenn Saldanha who has steered the organization for the last nine years holds a Bachelor’s Degree in Pharmacy from Mumbai University and is an MBA from
Leonard Stern School of Business, New York University. Prior to Glenmark, Saldanha has worked with Eli Lily, USA and PricewaterhouseCoopers, USA.
Glenn Saldanha
Managing Director and CEO
Glenmark Pharmaceuticals
India
Best practices
There are four distinct elements to consider in developing benefit-risk management programmes. They are: protocol design and review, active surveillance, provider and patient education and appropriate use programmes. The entire programme from design through implementation and maintenance will be overseen by programme management, quality management, continuous improvement and comprehensive communication.
Axel K Olsen
Executive Director
Pharmacovigilance and
Risk Management
Quintiles, Inc., USA
Dynamic opportunities for sponsors and CROs
This article focusses on how to leverage the regional strengths of key Asia-Pacific countries such as China and Japan in clinical trials, while at the same time proactively ensuring consistency and quality.
Nick Wright
Vice President and
General Manager
Asia Pacific
Clinical Development Services
Covance, Australia