Ihr Weg zu geschäftlicher Agilität
Dr. Sonnenblick, Chief Data Scientist bei Planview, verfügt über langjährige Erfahrung in der Zusammenarbeit mit einigen der größten Pharma- und Biowissenschaftsunternehmen der Welt. Dank des im Rahmen seiner Arbeit gewonnenen Wissens hat er erfolgreich aufschlussreiche Priorisierungs- und Portfoliobewertungsprozesse, Scoring-Systeme sowie finanzielle Bewertungs- und Prognosemethoden zur Verbesserung von Produktprognosen und Portfolioanalysen entwickelt. Dr. Sonnenblick hat einen Ph.D. und einen Master in Engineering and Public Policy von der Carnegie Mellon University sowie einen Bachelor in Physik von der University of California Santa Cruz.
The portfolio review session is coming up, so you craft a list of questions about project value, cost, and risk that can be answered on a scale from 1 to 10. Your R&D project teams score their projects, add up the scores for each project, and voilà, you have a ranked set of projects, ready...
Experience shows that what happens is always the thing against which one has not made provision in advance. — John Maynard Keynes [1] An old cliché in forecasting is that when it comes to the single-valued forecast, the only thing you can say with certainty is that it’s wrong. More than just plain wrong numbers,...
The prevalent tendency to underweight, or ignore, distributional information is perhaps the major source of error of intuitive prediction…The analyst should therefore make every effort to frame the forecasting problem so as to facilitate utilizing all the distributional information that is available to the expert. —Daniel Kahneman and Amos Tversky [1] Most people involved in...
Here is an uncomfortable reality in all but the smallest firms during their R&D portfolio management processes: Between the staff running each R&D initiative and the executives making project and portfolio decisions, there’s usually a division. Maybe it’s the gap between headquarters and lab, upstairs/downstairs, east coast/west coast, London/Singapore, or even a generation gap. At...
Dan Smith and I have written a white paper on strategic R&D portfolio management that summarizes many of the lessons and insights we’ve gleaned during twelve years of client engagements. The white paper is organized into eight ‘rules’: Avoid incomplete strategies Build an actionable strategy Don’t buy in to bubble plots Move beyond prioritization Present...
Humans have always been and will always be storytellers. From the fireside tales of bygone millennia to today’s TV dramas and movies, the power of the narrative holds us in rapt attention as it both entertains and makes sense of the world around us. How does this relate to pharmaceutical portfolio management? Essentially, portfolio management...
A product manager and an analyst are discussing the revenue forecast for a product in development. Poring over the financials, the manager asks: “Have you considered how SUPR-3 will impact sales of our other SUPR products?” The analyst replies confidently: “Yes! Right here you can see we are estimating SUPR-3 to take a...
It’s that time of year again: We find more requests for proposals (RFPs) in our inbox during the late summer and early fall than any other time of year. RFPs vary dramatically in length, complexity, and level of ambition. In a spirit of cooperation, allow me to make some suggestions about those RFPs, and about...
When we engage with a client, our primary objective is to ensure that they are investing in the right projects: Those in closest alignment with their strategic goals. Without proper attention paid to project execution, however, you’ll never unlock the potential of your chosen projects. Last year we blogged about the distinctions between operational and...
As we have said before, every forecast you’ll ever build is wrong. The truth may be out there, but due to a lack of perfect information about the future, you won’t be able to reveal it before your project review meeting. There is a paradox here: The more you insist on the truth, the more...
