Reprint: R0805D
From December 2000 to February 2008, the top 15 companies in the pharmaceutical industry lost roughly $850 billion in shareholder value. Although a number of factors—including the rise of generics, pricing pressures, regulatory requirements, and legal entanglements—are to blame, Garnier, the CEO of GlaxoSmithKline, believes that declining R&D productivity is his industry’s primary problem. The way to solve it, he says, is to return power to the scientists—by reorganizing R&D into highly focused groups headed by inspirational leaders, seeking the best science outside as well as inside a company, fixing broken processes, and promoting a strong culture of innovation and passion for excellence.
GSK has replaced its organizational pyramid with 12 “centers of excellence.” The company has worked to untangle the quest for breakthrough drugs from the effort to develop best-in-class offerings and has overhauled incentives for the scientists who actually make discoveries. It has also pursued contractual relationships with academia and biotech companies in a bid to secure the best science, wherever it may reside.
When the company began a sweeping reengineering of its R&D, it had only two products in late-stage development. Today it has 34—the most in the industry. But much more remains to be done, the author says. Significant cost efficiencies could be achieved by offshoring clinical trials. Development of new blockbuster drugs could be simplified and accelerated if researchers targeted only a limited segment of the potential patient population and then expanded to others over time.
The innovation malaise in pharmaceuticals is not unique, Garnier says. Many other industries face the same challenges. A cultural revolution and a broad transformation of the organization are necessary first steps to rebuilding the R&D engine.
