Transforming Big Pharma

John Ansell has been an independent pharmaceutical industry consultant based in the UK since 1989. He is also a Senior Partner at the CRO TranScrip Partners. He has worked with pharmaceutical companies of all shapes and sizes, and with companies serving the industry - over 150 in all. Ansell concentrates on international projects with a commercial and strategic emphasis, reflecting his previous 20 years in the pharmaceutical industry in marketing and business development. A biochemistry graduate with a Master's degree in business studies, Ansell worked first in Holland for Organon and later there for Solvay, as well as in the UK for Schering AG, Fisons and Glaxo. Since 2007 he has been an Honorary Consultant to the University of Manchester School of Pharmacy and Pharmaceutical Sciences. Ansell is the author of 50 articles and reports on pharmaceutical issues and is a frequent speaker and chair at industry conferences (see www.johnansell.com).

Introduction; Part 1 How Pharma Differs and Why This Is Important; Chapter 1 How Pharma Differs; Chapter 2 The Consequences of Extended Timescales; Chapter 3 The Barriers to Getting In and Out of Pharmaceuticals; Part 2 Assessing Management Concepts for the Pharmaceutical Industry; Chapter 4 Assessing the Value of Concepts from Outside the Pharmaceutical Industry; Chapter 5 When Gurus Get It Wrong; Chapter 6 In Search of the Perfect Organization; Part 3 Big Pharma’s Strategic Options; Chapter 7 Focussing Down and Diversification; Chapter 8 Diversification: Ebbs and Flows in Enthusiasms; Chapter 9 Mergers and Demergers; Part 4 Where Will New Products Come From?; Chapter 10 Emerging Countries – Opportunities in Perspective; Chapter 11 What Can We Learn from Japan?; Chapter 12 Prospects for Emerging Countries; Chapter 13 The United States – By No Means Past Its Peak; Part 5 Prospects for New Products; Chapter 14 Projecting New Product Quantity; Chapter 15 Trends in Attrition Rates; Chapter 16 Trends in New Product Quality; Chapter 17 Projections and Conclusions; Part 6 Getting a True Fix on Prospects; Chapter 18 Underestimating Potential – A Common Feature of Pharmaceutical Forecasting; Chapter 19 Probing Profitability Estimates; Part 7 Conclusions and Summary; Chapter 20 Assessing the Transformative Powers of Strategies;