Creative partnerships with a network of collaborators are also essential in this new marketplace, particularly given the advent of immuno-oncology and targeted therapies, both of which are exponentially increasing competitive intensity and the number of possible therapeutic combinations.
Development and partnering decisions, especially regarding combination regimens and companion diagnostics, will require substantial commercial and clinical involvement, coordinated globally across brands and tumor types. To manage increasingly complex collaboration networks, organizations will also need to revisit how they are structured and resourced to effectively identify, evaluate, transact and manage these alliances.
Transformation will require a more dynamic organization model that enables rapid evaluation of strategic options and real-time decision-making. To make more responsive decisions for their programs, brands and deals, functional teams across R&D, commercial and business development need greater coordination with predefined decision criteria and real-time competitive intelligence.
Businesses that move confidently to adapt to and capitalize on the rapid disruption of the oncology market will have a strong competitive advantage and are more likely to achieve a profitable and growing market position, and a sustainable position in the future oncology ecosystem.
This excerpt is from the article “Oncology Disruption Demands Strategic Transformation” by Troy Norris, former Executive Director, Parthenon-EY; Keyuri Shah, Vice President, Parthenon-EY; and Kristin Pothier, Global Head of Life Sciences and Managing Director, Parthenon-EY, published in the October 2017 issue of In Vivo.