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“A great mix of backgrounds and perspectives with no poor speakers” James Eshelby, Worldwide Business Development Director, Pfizer

Product lifecycle management strategies should be implemented in a way that maximises the value of a company’s portfolio. Every factor from early-stage development to patent expiry and withdrawal, needs to be considered so that a product can reach its full potential. 

SMi’s fourth annual Pharmaceutical Portfolio and Product Life-Cycle Management conference will give you the opportunity to explore the most effective strategies for your organisation and learn new approaches that will help you to successfully manage your own portfolio. 

  • Understand how the latest developments in regulation and compliance could affect your portfolio
  • Learn new strategies to manage your portfolio effectively
  • Identify the most appropriate product life-cycle management strategies for you
  • Determine how to implement strategies effectively 
  • Network with industry associates and discuss various approaches to portfolio management

Vice Presidents, Directors, Heads of Department and Managers of:

  • Portfolio Management
  • Product Lifecycle Management
  • Strategic Planning
  • Commercial Strategy
  • Corporate Development
  • Marketing Analysis
  • Strategic Marketing
  • Brand Management
  • Product Management
  • Project Management
  • Business Analysis
  • Business Development
  • Licensing
  • Patents

Last year's delegates included representatives from:

  • Antisoma Research
  • Boston Healthcare Associates
  • Camurus AB
  • CMR International
  • Complete Medical Group
  • Danone Medical Nutrition
  • Galderma International
  • Gedeon Richter Plc.
  • GlaxoSmithKline
  • Integratto Inc
  • Janssen-Cilag Limited
  • Lexicon Pharmaceuticals
  • LG Life Sciences, Ltd.
  • NovaQuest
  • Nycomed
  • Pharmaline
  • PharmaVentures
  • Pliva Croatia
  • Pliva Rus LLC
  • Polpharma
  • Sandoz Ltd
  • Teva Europe
  • Teva Pharmaceutical
  • Wyeth Europa Ltd

Conference programme

9:00 Chairman's Opening Remarks

Tony Ellery

Tony Ellery, Former Global Head of Lifecycle Management in Portfolio Management, Novartis

9:10 PRODUCTIVITY, PRICES AND PATENTS – WEATHERING PHARMA’S PERFECT STORM

Tony Ellery

Tony Ellery, Former Global Head of Lifecycle Management in Portfolio Management, Novartis

  • Identifying sustainable brand LCM strategies
  • Implementing excellent LCM across the organisation
  • Optimising project portfolios – resource the best, stop the rest
  • 9:50 VALUE DRIVEN PRODUCT PORTFOLIO MANAGEMENT

    Scott Gibbins

    Scott Gibbins, Brand Architect, IBM

  • Focusing on what matters most – doing more with less
  • Tough times and hard choices – smart decisions made fast
  • Managing the portfolio stack from top to bottom
  • Aligning decisions to business drivers
  • 10:30 Morning Coffee

    11:00 THE VALUE OF EFFECTIVE PORTFOLIO MANAGEMENT IN AN ECONOMIC RECESSION – CAN YOU AFFORD TO LEAVE VALUE ON THE TABLE?

    Richard Bayney

    Richard Bayney, President and Founder, Project & Portfolio Value Creation

  • Who is driving what – long-term strategy or short-term goals?
  • How effective are your NPD and Stage Gate processes?
  • Is Project prioritisation sufficient to maximise the value of your constrained resources?
  • Do you need to arm yourself with new tools?
  • 11:40 MODELLING AND DECISION MAKING OF THE EARLY STAGE PORTFOLIO

    Michael O'Grady

    Michael O'Grady, Portfolio Analysis Manager , GlaxoSmithKline

  • Entrepreneurial Funding aspirations, ethos, and planning implications
  • Pipeline and portfolio modelling assumptions
  • Benchmarking data for early stage portfolio
  • Model outputs and decisions made
  • Next steps and challenges
  • 12:20 Networking Lunch

    13:50 ACTIVE PORTFOLIO MANAGEMENT IN PHARMACEUTICAL R&D

    Torsten  Minuth

    Torsten Minuth, Head of Portfolio Management, Bayer-Schering Pharma

  • Balancing risk and reward in strategic project prioritisation
  • Beyond strategic claims: Day-to-day reality
  • Bridging strategic aspirations and operational reality
  • 14:30 THE EUROPEAN COMMISSION'S PHARMACEUTICAL SECTOR ENQUIRY

    Fabio Domanico

    Fabio Domanico , Case Handler, European Pharmaceuticals Sector Task Force, DG Competition – European Commission

  • Background of the sector inquiry
  • Preliminary report's findings on competition between originator and generic companies and on competition between originator companies
  • Comments on the regulatory framework
  • Procedure of consultation and further steps
  • 15:10 Afternoon Tea

    15:40 THE IMPORTANCE OF THE EVOLVING REGUALTORY LANDSCAPE IN PORTFOLIO DECISION MAKING

    Tracy  Baskerville

    Tracy Baskerville, Head of Global Regulatory Affairs Liaison, Solvay

  • EMEA and FDA divergence
  • New stakeholders and their influence on regulators
  • Key strategies to ensure optimal and current regulatory knowledge embedded into the portfolio process
  • 16:20 SUCCESSFUL PORTFOLIO MANAGEMENT THROUGH COLLABORATION

    Arif Shivji

    Arif Shivji, Worldwide Business Development Principal, Pfizer

  • Evolving product portfolios
  • What is driving this change?
  • What are the opportunities and challenges?
  • How do you maximise your chances for a successful alliance?
  • 17:00 Chairman’s Closing Remarks and Close of Day One

    8:30 Registration & Coffee

    9:00 Chairman's Opening Remarks

    Tony Ellery

    Tony Ellery, Former Global Head of Lifecycle Management in Portfolio Management, Novartis

    9:10 PROJECT MANAGEMENT MATURITY MODELS

    Tom Halliwell

    Tom Halliwell , Senior Global Project Manager, Roche Products

  • What is Project Management Maturity?
  • Project Management Maturity Models
  • Link between Project Management Maturity and project and portfolio performance
  • Ways in which Project Management Maturity can be improved
  • 9:50 EARLY PHASE COMMERCIALISATION – DEVELOPING PRODUCTS FOR COMMERCIAL SUCCESS

    Paul Tebbey

    Paul Tebbey, Senior Consultant, Genactis

  • Defining a successful product prior to Phase III clinical trials
  • Integrating key stakeholder inputs to make a difference
  • Making informed decisions to maximise success
  • 10:30 Morning Coffee

    11:00 THE CORPORATE PORTFOLIO VISION

    Allan Wehnert

    Allan Wehnert, Vice President, Corporate Project Management, R&D, H. Lundbeck

  • Aligning the Corporate Portfolio Vision with organisational aspirations
  • Using Corporate Portfolio Vision as decision frame work for corporate development
  • Integrating portfolio behaviour in everyday decision making
  • Managing and optimising current product and project portfolio to deliver the Corporate Portfolio Vision
  • 11:40 OPTIMISATION OF STRATEGIC PORTFOLIO PLANNING, RESOURCE ALLOCATION AND PROJECT SCHEDULING

    Vladimir Shnaydman

    Vladimir Shnaydman, President, ORBee Consulting

  • Examining benefits of the portfolio optimisation approach as a framework for company strategic planning and decision support
  • Overview of optimisation framework for portfolio selection
  • Qualitative and quantitative program value in early stage portfolio management
  • Case study and demonstration of a portfolio optimiser
  • 12:20 Networking Lunch

    13:50 PRODUCT COMMERCIALISATION IN AN ERA OF PUBLIC RISK AVERSION: STRATEGIES AND TOOLS

    William Maier

    William Maier, Director, MAPI-EPI

  • Changes and challenges to role of pharmaceutical companies - regulatory and public
  • Conducting product risk analysis – anticipating problems
  • Communication and collaboration – benefit versus risk communication
  • Allocation of optimal resources
  • Monitoring and managing changes in the market
  • 14:30 VALUE AND RISK ASSESSMENT

    Kimber Hardy

    Kimber Hardy, Head of Valuation and Analysis, Portfolio Management , Merck Serono

  • Assessing project and portfolio risks
  • Value scenarios and ranges
  • Merging two portfolios to optimise value
  • Links to company strategy
  • 15:10 Afternoon Tea

    15:40 TWO DECADES OF PORTFOLIO MANAGEMENT – WHERE DO WE STAND?

    Matthias Krings

    Matthias Krings, Partner, Catenion

  • Why portfolio management still fails to have an impact in many organisations
  • Research and early development
  • Late-stage development
  • Portfolio governance
  • 16:20 EVALUATING COMMERCIAL RISK IN THE PRE-LAUNCH PORTFOLIO

    Graham Cox

    Graham Cox, Principle Scientist, IDEA Pharma

  • Technical risk-programme value-commercial risk: The three prerequisites for portfolio assessment
  • Assessing commercial risk pre-launch
  • Using commercial risk to support decision making in phase I, II and III
  • Commercial gearing in marketed brands: Upside assessments
  • 17:00 Chairman’s Closing Remarks and Close Conference

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    Workshops

    Developing Effective Portfolio Strategies and Methodologies
    Workshop

    Developing Effective Portfolio Strategies and Methodologies

    Crowne Plaza Hotel - St James
    1st July 2009
    London, United Kingdom

    Crowne Plaza Hotel - St James

    Buckingham Gate 45/51
    London SW1E 6AF
    United Kingdom

    Crowne Plaza Hotel - St James

    HOTEL BOOKING FORM

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    WHAT IS CPD?

    CPD stands for Continuing Professional Development’. It is essentially a philosophy, which maintains that in order to be effective, learning should be organised and structured. The most common definition is:

    ‘A commitment to structured skills and knowledge enhancement for Personal or Professional competence’

    CPD is a common requirement of individual membership with professional bodies and Institutes. Increasingly, employers also expect their staff to undertake regular CPD activities.

    Undertaken over a period of time, CPD ensures that educational qualifications do not become obsolete, and allows for best practice and professional standards to be upheld.

    CPD can be undertaken through a variety of learning activities including instructor led training courses, seminars and conferences, e:learning modules or structured reading.

    CPD AND PROFESSIONAL INSTITUTES

    There are approximately 470 institutes in the UK across all industry sectors, with a collective membership of circa 4 million professionals, and they all expect their members to undertake CPD.

    For some institutes undertaking CPD is mandatory e.g. accountancy and law, and linked to a licence to practice, for others it’s obligatory. By ensuring that their members undertake CPD, the professional bodies seek to ensure that professional standards, legislative awareness and ethical practices are maintained.

    CPD Schemes often run over the period of a year and the institutes generally provide online tools for their members to record and reflect on their CPD activities.

    TYPICAL CPD SCHEMES AND RECORDING OF CPD (CPD points and hours)

    Professional bodies and Institutes CPD schemes are either structured as ‘Input’ or ‘Output’ based.

    ‘Input’ based schemes list a precise number of CPD hours that individuals must achieve within a given time period. These schemes can also use different ‘currencies’ such as points, merits, units or credits, where an individual must accumulate the number required. These currencies are usually based on time i.e. 1 CPD point = 1 hour of learning.

    ‘Output’ based schemes are learner centred. They require individuals to set learning goals that align to professional competencies, or personal development objectives. These schemes also list different ways to achieve the learning goals e.g. training courses, seminars or e:learning, which enables an individual to complete their CPD through their preferred mode of learning.

    The majority of Input and Output based schemes actively encourage individuals to seek appropriate CPD activities independently.

    As a formal provider of CPD certified activities, SMI Group can provide an indication of the learning benefit gained and the typical completion. However, it is ultimately the responsibility of the delegate to evaluate their learning, and record it correctly in line with their professional body’s or employers requirements.

    GLOBAL CPD

    Increasingly, international and emerging markets are ‘professionalising’ their workforces and looking to the UK to benchmark educational standards. The undertaking of CPD is now increasingly expected of any individual employed within today’s global marketplace.

    CPD Certificates

    We can provide a certificate for all our accredited events. To request a CPD certificate for a conference , workshop, master classes you have attended please email events@smi-online.co.uk

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