Consultants Confidential - Pharmaceutical Executive

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Consultants Confidential

Todd Clark, VOI Consulting

November 3, 2007

A FEW PHARMA COMPANIES might emerge with revolutionary business models, and the larger industry might evolve toward those positions. But with anything of this size, major change will take time.

Introduction: Turning The Battleship Around

November 3, 2007

IMAGINE: YOU ARE THE CEO of a top pharmaceutical company. For years business has been good, very good. You've produced important, blockbuster drugs. Big profits are predicted for the industry in the future ($1.3 trillion by 2020). Only problem is, your current business model is not sustainable. Change, or lose out.

Jim Hall, Oliver Wyman

November 3, 2007

WHEN IT COMES to successfully managing a pharmaceutical company today, the challenge is twofold: How well does your company manage the development of science, and how well does it manage your markets and customers?

Conrad Heilman, Tunnell Consulting

November 3, 2007

MANUFACTURING STRATEGY has taken on new urgency, with offshoring becoming the latest and greatest trend. Far too many pharma companies are simply playing follow the leader instead of assessing the long-term implications of offshoring for their company, their products, or their nation. Alternatives, which include operational improvements and the adoption of new ways of controlling processes, improving efficiency and maximizing quality, are viable options.

Stan Bernard, Bernard Associates

November 3, 2007

BEWARE THE STAKEHOLDERS Today's biggest threats to pharmaceutical companies come from their own stakeholders: consumers, payers, regulators, politicians, governments, the media, and others. Companies often fail to expect these threats and must react to them with little time and preparation.

Sanjay K. Rao, CRA International

November 3, 2007

WHILE PHARMACEUTICAL MANAGEMENT consultants are expected to excel as general management consultants, they should master the intricate complexities of their industry to be in a position that adds value to the client's mission.

Bruce Babbitt, Peter Smith, Marta Jimenez, Parexel

November 3, 2007

CONSULTANTS CAN HELP companies when they need to

The Future is Now: Consultants Spotlight

November 3, 2007

DIRE PREDICTIONS ABOUT the pharmaceutical industry have been made before. Indeed, they're made so often it's begun to resemble a chorus in a Greek tragedy: The industry is in trouble, really big trouble. The pipeline is dry, share value performance poor, sales and marketing spending on the rise, legal and regulatory constraints are tightening, and its image...well, think tobacco industry.

Terry Hisey, Deloitte

November 3, 2007

THE REAL CASE for consultants is that they bring capabilities that allow organizations to implement sustainable change in their businesses; and that without outside assistance, these organizations wouldn't realize strategic, operational, or regulatory objectives. Often, it makes sense to use outside consultants when

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