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...
In Vivo sits down with Ying Tam, CSO at Acuitas Therapeutics, to discuss the company's role in delivering the first personalized CRISPR treatment to an infant and the clinical implications of new lipid nanoparticle technologies.
When it came to AI-related deals, the second quarter of 2025 was characterized by mostly modest financings.
The big pharma CEO with the highest-valued compensation in 2024 was David Ricks of Eli Lilly, while Pfizer and J&J executives slipped into third and fourth place behind AbbVie's now retired chief Richard Gonzalez. European firms brought up the rear.
