Pharmaceutical research is increasingly in the firing line.
Over the past ten years or so, multiple attempts have been made by companies large and small to fix the machine: Tight productivity goals have been set, budget cuts have been implemented and spending on outsourcing and partnering has been increased. Proof-of-concept organisations have been set up to bridge the gap with clinical development; translational medicine, disease biology and biomarker units have been established to fully leverage the potential of new technologies and the progress made in molecular medicine. Once-centralised structures have been broken up into smaller units and there has been much talk of introducing a “more biotech-like culture” into pharmaceutical discovery organisations.
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