記事
カテニオンでは、様々なトピックについて外部ジャーナルにも記事を寄稿しております。日本語の記事についても、以下より一部ご覧いただけます。
The Architecture Of A Blockbuster

Blockbuster status has long been the heultimate goal of drug development, defined as a sales potential of more than $1bn. The economics of drug development, and in fact of the entire biopharma industry, very much rely on these few gems that provide the returns to compensate for the long development pathway and often several billion dollars of investment per new molecular entity.
この記事をダウンロードする(English) 2019 Global Biopharma RD Productivity And Growth Ranking
(English) In Vivo Biopharma RD Productivity-Growth 2018
(English) 2019 Rare Diseases and Orphan Products Breakthrough Summit
(English) Trends in the Evaluation of Biotech Development Candidates
Financier – M&A in biopharma – why bigger is not better
In Vivo Biopharma RD Productivity-Growth 2017
Focus on 2017

Medicine Maker, January 2017
It seems likely that 2016 will go down as one of the most eventful years in modern
history, but what did the pharma industry make of it? Here, we quiz a number of past
contributors to The Medicine Maker for their opinions on 2016 – and ask them what
priorities and resolutions the industry should focus on for 2017
In Vivo Biopharma RD Productivity-Growth 2016
(English) Digital Transformation in Drug Discovery
Organising for creativity and innovation – lessons from the biopharmaceutical industry
Biopharma’s Brave New Biology
Car-T cell therapy, looking beyond the hype!

While CAR-Ts have already demonstrated convincing efficacy in a specific setting, the jury is still out on whether they are a ‘game-changer’ for oncology as a whole and can justify current valuations and investor interest.
この記事をダウンロードするValue-based R&D Pharma Productivity 2015 – Oncology and Hep C drive top performers

In Vivo – Biopharma R&D, December 2015
Has biopharma R&D productivity increased since last year’s analysis? (See “Value-Based Pharma R&D Productivity: Is There A Sweet Spot?” — IN VIVO, June 2014.) Who are the new entries into the elite top-five group, and who has dropped out? Is the acceleration in innovation, indicated by the increased number of breakthrough designations and FDA approvals, a direct result of improving R&D productivity in our sample of the 30 largest biopharmas?
この記事をダウンロードするGlobal biopharma between stagnation and outperformance
Future-proofing old school pharma with new biology
Value-Based Pharma R&D Productivity: Is There A Scalable Model?

IN VIVO, October 2014
The superior R&D and growth performance of companies like Celgene, Gilead, or Biogen can be attributed to a number of factors such as the size of the R&D budget, a high degree of portfolio focus, a good mixture of internal and external innovation sourcing, but most importantly a strong culture, leadership, and the ability to attract the right people.
この記事をダウンロードするValue-Based Pharma R&D Productivity: Is There A Sweet Spot?
Trends in the Evaluation of Biotech Development Candidates

pharmind Pharm. Ind. 76, Nr.9 2014
Drug development inarguably is a risky business, especially for biotech companies pursuing novel approaches, and having only a small portfolio further aggravates overall risk of failure at a corporate level. Being able to carry out a standardised, fact-based evaluation of development candidates becomes a crucial factor for decision-making in many contexts e. g. internal portfolio investments, fund-raising, deciding on a project strategy or preparing for out-licensing.
What Can Biopharma Learn From Apple?

IN VIVO, January 2014
The restructuring of pharmaceutical R&D organizations has failed to address fundamental issues that afflict R&D across several industries. Most of this shortfall can be attributed to a dearth of effective leadership within the C-suites of the drug industry.
この記事をダウンロードするRising-up Part 2 – Integrating payer needs into R&D decision making

European Biopharmaceutical Review, January 2014
Payers worldwide are under increasing pressure to reign in continuously rising healthcare costs. In this article, we will discuss a methodology that pragmatically integrates payer needs into R&D decision-making, and highlights a project’s future sales-at-risk within various payer scenarios. This then allows for the cost-benefit evaluation of various options which can mitigate this risk. Furthermore, the methodology can be used to answer important practical questions such as; what is the estimated maximum sales value of a particular patient segment in the seven major markets? How would this change upon introducing a value-based pricing system into a particular market? This article follows on from part one of the series which outlines the drivers of a payer dominated world.
この記事をダウンロードするRising-up Part 1 – The rise of a payer dominated market

European Biopharmaceutical Review, October 2013
Across the globe it has become essential for payers to gain control over dramatically rising healthcare costs. This trend, in combination with three other key drivers, is resulting in the decline of the ‘free-pricing’ of pharmaceuticals and the rise of value-based pricing, particularly in the European Union (EU). In this article we discuss each of these factors and highlight how recent developments suggest that value-based pricing is coming to the US, the world’s largest pharmaceutical market. Part two of the series focuses on a practical methodology for integrating payer needs into R&D decision making.
この記事をダウンロードするAdaptive Licensing – Maximising Value

International Pharmaceutical Industry, Vol 5. Issue 4 (Winter 2013)
Applying adaptive licensing strategies can significantly increase the value of R&D projects. Although regulatory frameworks do not include adaptive pathways yet, some strategies already work within the existing regulations and regulators encourage pilot schemes. Thus, a new opportunity to optimise R&D portfolio value has arisen.
この記事をダウンロードするGilead, Celgene, Biogen Head List of Most Productive Biopharmas
Enhancing Strategic Focus

European Biopharmaceutical Review, April 2012
Situated somewhere between classic academic research and the biotech industries, translational research institutions require portfolio management that is pragmatic, flexible, and holistic enough to reconcile high project heterogeneity, plus is able to ensure adequate funding and prioritisation of the most promising translational research areas and projects.
この記事をダウンロードするThe ‘Biotechisation’ of Pharma
Revitalizing portfolio decision-making at Merck Serono S.A. – Geneva

Journal of Commercial Biotechnology, Vol 17. Nr 1 (January 2011)
Comprehensive, metric-based portfolio management yields well-known benefits such as increased transparency and the potential for greater objectivity in decision-making. However, the research and development (R&D)-driven characteristics of the pharma and biotech space call for further refinement of general techniques now in use. Because of the years-long timeline for the R&D of products and treatments, and because of similar horizons for testing and for securing regulatory approval, the growth, stability, and even survival of companies in this space are especially sensitive to the quality of portfolio management. In this article, we (1) briefly describe the history of portfolio management and the uneven results of its application in the R&D-centric pharma and biotech space; (2) identify eight factors which can limit the impact and quality of portfolio management in the space; (3) document a four-step process for portfolio management that directly addresses these factors; and (4) document the results of the implementation of this process in the post-merger period at Merck Serono S.A.- Geneva.
この記事をダウンロードするEvolving an Edge

European Biopharmaceutical Review, January 2011
Proof-of-concept (PoC) has become a widely used phrase in the biopharmaceutical space. Some pharma companies have gone as far as embedding the principle at the organisational level by dividing their structures into a pre-PoC part (discovery and early development) and a post-PoC part (full development). GlaxoSmithKline, Bayer Schering, Merck Serono and Roche are examples of companies that have implemented organisational variants of this approach. The goal of these re-structuring efforts was to realise more effective decision-making that would be better aligned with the nature of the R&D process and governance than the traditional division of the operating model into discovery and clinical development.
この記事をダウンロードする