Scrip Reports

Pharmaceuticals: The new management agenda for the 21st century

With pharmaceutical industry restructuring now an ongoing process, management must adopt new strategies to ensure corporate survival over the next 10 years.
Written by industry expert Barrie James - one of the first consultants to address key issues such as the potential business impact of pharmacogenomics - Pharmaceuticals: The new management agenda for the 21st century, will enable you to assess where the industry is heading and what you can do to stay ahead.

In this comprehensive strategic management study, Barrie James provides in-depth, practical advice on how pharmaceutical executives must prepare to operate successfully in the new, challenging environment.

The report will provide you with in-depth knowledge of the latest key trends in the pharmaceutical industry and major strategic issues now facing management.

It answers your key industry questions, including:

What are the key drivers forcing change in the boardrooms?
How will changes in technology and consumer requirements affect R&D and marketing strategies?
What key skills will determine future competitive advantage?
Which companies are best set to exploit these areas?

Pharmaceuticals: The new management agenda for the 21st century is the high-level, consultancy-style report that will enable you to sustain success in the pharmaceutical industry of the next century.

Published: April 2000
Ref: BS1048E
Pages: 150+
Price: �1,995/$3,995/�479,000

Contents summary

Introduction
Threat versus opportunity
The quality of survival
Battling success

The Strategy Gap: From Grand Design to Managing Predictable Issues
The failure of the crystal ball
Challenges
Implications

From Blockbuster Drugs to Customised Therapies
Drug deficiencies
From treatment to cure
Challenges
Implications

Pharmaceutical R&D: Towards a New Theology
The primacy of R&D
Challenges
New technology and new competition
The impact of consolidation on R&D
New marketplace dynamics
Implications

R&D and the financial picture
Portfolio management

The Curse of Scale and the Need for Creative Destruction
Leveraging resources
Challenges

Scale and profitability
The myth of synergy
Quantity versus quality
Utilising technology
The market share argument
Efficiency and scale

Implications

Pitfalls of scale as strategy

Innovation and industry leadership
Confounding trends
A new model of competitive advantage

Health Care and the Syndrome of the Shrinking Wallet
The supply and demand equation
Challenges
Implications

Management Agendas for the 21st Century
Strategic approaches

Pioneering the future
Reacting to change
Avoiding risk
Making the choice

Strategic agendas

Refining competitive advantage
Short-term agendas
Cycle-time management
Cost management
Relationship management
Mid-term agendas
New business models
New organisations

Implications

Adopting radical change
Better, not bigger