lenty has been said about the problems of the pharmaceutical industry and the need to reinvigorate the model. But how do you go about it? What changes can be made that will have notable improvement without risking the core competency of the company?
In my 17 years in the industry, I've witnessed many major transformations. My company, GlaxoSmithKline, had been working on change since long before I was appointed chief strategist of research and development in August 2008. In fact, the entire pharmaceutical industry is in tremendous flux, in all aspects of its operation; whether it's understanding the pathology of disease, the introduction of novel technologies, or adapting the business model to meet renewed financial and societal expectations, adaptation is the norm. The frequent shake-ups that all companies experience are always expensive, invariably painful, and sometimes not fully effective, but they are definitely necessary.
It's now my ...
