Plenary Panel Discussion: Big Data and Big Ambitions - a recipe for success?
Love it or loathe it, ‘Big Data’ is everywhere.
Whether data are generated from high-throughput screening, process monitoring, continuous manufacturing, or from patients, we need effective methods to collect and use these vast quantities of data. How do we go from being data rich and information poor to maximising the value of our data?
How do we turn data into insight ….and ultimately improved health outcomes?
Plenary Panel Discussion: Positioning for Growth in Turbulent Times
With global political uncertainty and ongoing scrutiny on pharmaceutical pricing and practices, the industry is facing several headwinds. However, technological advances and the increasing power of the patient voice present the opportunity of different business models and greater collaboration between academia, healthcare industry and the patient. How have pharma companies navigated this shift? What are the implications on suppliers and the life sciences ecosystem?
How do we approach digital as the next modality and data as a new asset class? Our panellists will explore the opportunities and challenges presented by this dynamic environment and suggest strategies for success.
Jo Pisani Partner, UK Pharma and Life Sciences Consulting Lead, Strategy&, part of the PwC network
What will it take to advance strategic relationships across the value chain — between CDMOs, CROs, large pharma companies and academia — beyond politics to increase innovation? Perhaps incentives, a different platform of interaction and equity will mark the way forward.
Failure rates continue to increase as do the costs of developing new drugs.
It’s time for a new model. Could strategic relationships across the value chain, between CDMOs, CROs, large pharma companies and academia, accelerate the rate of innovation and decrease early failure rates?
Every business is struggling to recruit and retain key talent, and with the potential of Brexit brain drain the situation is getting worse. Does the solution lie in training, education and succession planning? Or should we be working more flexibly, even virtually? Is “location” is becoming a strategic differentiator for pharma in the talent and innovation war?
Facing the challenges of pop culture - can pharma move with the times?
Although social media has its benefits (such as patient advocacy groups) it also has a darker side, including the circulation of fake news (anti-vax stories). Opinions and trends are shared and spread at an exceptional pace, be it vegan products or CBD-based therapies. How can the pharmaceutical industry recognise and differentiate a fad from the next real thing and how flexible must they be to accommodate the changing tides of popular culture?
The proliferation of “like to do” partnerships that have no critical mass should be replaced with a focus on increasing speed to market, decreasing attrition and encouraging the development of advanced therapies. How do we turn the tide?
Changing the perception of pharma from mean to green and lean
Is pharma experiencing a reputation crisis? As the world reports on seas of plastics, climate change and carbon footprints, what measures can pharma companies take to make themselves more ‘green’ while at the same time give them a competitive advantage? And what about price gouging and the opioid crisis?
As wearables and implantables become more commonplace, can digital connectivity advances, supply chain data and real world evidence be exploited to improve the prediction, prevention and personalisation of healthcare?
Only a handful of pharmaceutical companies are developing new medicines for the poor and there is next to no investment in new antibiotics. Yet cell and gene therapies are commanding million dollar price tags. How can we ensure that medicines are accessible to all?