Dan Smith
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Dan Smith

Dan Smith ist der Produktmanager für Advisor bei Planview, Inc. Zuvor war er bei Enrich für die Informationssicherheit und die Anwendungsinfrastruktur zuständig. Dan hat einen Abschluss in Engineering Management von der University of Cambridge, einen MBA von der Santa Clara University und einen BSE in Mechanical Engineering von der University of Pennsylvania. Er ist der Meinung, dass ein gutes Unternehmen auf gemeinsamen Mahlzeiten basiert, und findet stets Gründe dafür, Kuchen mit ins Büro zu bringen.

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Some uncertainty is inevitable for product-driven organizations. To mitigate risk and maximize value, most organizations perform a comprehensive impact analysis before making any investment decisions. However, some impacts are easier to estimate than others. Microeconomic industry changes, such as demand fluctuations or predictable innovations, are relatively straightforward – for example, automotive organizations can anticipate electric...

Adaptiv und strategisch: zwei Portfoliomanagement-Ansätze vereint

Für eine effektive Verwaltung ihrer Portfolios müssen Führungskräfte ein Gleichgewicht zwischen kurzfristiger flexibler Anpassung und langfristiger strategischer Ausrichtung finden. Bei den meisten Portfoliomanagement-Plattformen liegt der Fokus auf nur einer dieser beiden Kompetenzen auf Kosten der anderen. Organisationen, die Anpassungsfähigkeit priorisieren, verlieren so möglicherweise ihre strategischen Ziele aus den Augen, während Organisationen, die den Schwerpunkt auf die Strategie legen, zu unflexibel für kurzfristige Reaktionen und Kursänderungen sein können.

Aufkommende Herausforderungen im Biopharma-Portfolio-Management

In 2023 war Planview erfreut, mehrere WHY Summit Events zu sponsern: Basilikum, Schweiz und Philadelphia. Ein Jahr später kehrten wir nach Philadelphia zurück und fuhren dann quer durchs Land nach San Francisco zur WHY Summit's 21st and 22nd American Pharma and Biotech Project, Program, and Portfolio Management Conference. In diesem Blog beleuchten wir ein paar gängige...

Using EAP’s Project Prioritization Software to Allocate Technology Investments – Enrich Consulting

We’ve talked elsewhere about how EAP can provide sophisticated strategic resource planning and capacity planning. In those cases, the concerns were mostly around staffing—making sure key projects had the right people at the right time and anticipating and addressing staffing shortages. But other resources can benefit from this approach as well. Money, for instance—always needed...

R&D Portfolio Management for Pipeline Strategy – Enrich Consulting

The past several months have seen a flurry of dealmaking in pharma and biotech. Pfizer, having been rebuffed by AstraZeneca, bought a manufacturer of biosimilars, increasing speculation that the company is planning to split itself in two. Shire, similarly stung by its failed attempt to buy AbbVie, is buying NPS pharmaceuticals. A very public drama...

Sales Planning Software in Pharmaceuticals and Biotechs – Enrich Consulting

What is sales planning software? Sales planning software is used in the pharmaceutical and biotech industries to drive R&D, marketing, and manufacturing decisions both for in-market products and for medicines still in development. Functionally, it captures sales forecasts for each product in a company’s portfolio across geographies, patient segments, and product formulations. The forecasts are...

Project Prioritization is Not Enough: Why No One Uses Optimization for R&D Portfolio Management, and Why You Should – Enrich Consulting

R&D-driven organizations face the constant challenge of deciding whether to continue funding existing projects and when to start new initiatives. The overwhelming majority of firms will use project prioritization to rank the opportunities as part of that exercise, with a small minority suspecting that optimization is better suited to the task of project selection. So...

A Case of Mistaken Priorities: Project Prioritization Gone Bad – Enrich Consulting

It’s no secret that projects in the earlier stages of the development lifecycle are evaluated and managed very differently than projects in the later stages. One major pharmaceutical company believed these differences to be so great, however, that they split their development organization in two. Over time, the structural gulf became a cultural gulf, leading...

In R&D Portoflio Management, Failure is an Option – Enrich Consulting

Innovation is inherently risky. By definition, you’re doing something that you haven’t done before so there are no guarantees it will work. The mindset in many organizations is to “minimize” risk as if it were a disease, but it isn’t that simple. The best companies face risk head-on and manage it both systematically and transparently....

To Fund or Not to Fund: Helping Executives Get to “No” – Enrich Consulting

Another striking—and often underappreciated—aspect of [Steve] Jobs’ success was his ability to say no. At a company like Apple, thousands of ideas bubble up each year for new products and services that it could launch. The hardest thing for its leader is to decide which ones merit attention. Mr Jobs had an uncanny knack of...