GSK's various thwarted efforts to boost productivity through R&D revamps begs the question whether big pharma should be trying to do in-house discovery and early development at all.
Back in 2000, newly merged GlaxoSmithKline PLC began to reorganize its R&D to boost productivity. Over the following decade and a half, the big pharma experimented with variously sized discovery units, oversight structures and incentive systems designed to create biotech-like innovation within its walls. (See Exhibit 1.)
It was a ripe time to try. Scientific discovery has flourished since the turn of the century. Genomics and gene-editing...
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In a challenging funding environment for biopharma, strategic dealmaking has become a critical growth engine. In Vivo explores what it truly takes to navigate high-stakes acquisitions and partnerships, drawing on insights from seasoned industry leaders.
