||Panel Discussion: Intelligence to Insight and Decision Making – How do we Move up the Data-
Robert B. Lieberman
Associate Director, Global Competitive Intelligence, Bayer Healthcare Pharmaceuticals Inc.
Director, Market and Competitive Insights Group, Boehringer Ingelheim Pharmaceuticals
President, Lifescience Dynamics
Associate Director, R&D Strategic Relations, Amylin Pharmaceuticals, Inc.
Director, Portfolio Strategy, Endo Pharmaceuticals, Lecturer, Strategy, Paul Merage School of Business, University of California
Bryan Takasaki, Ph.D.
Director, External Insights, AstraZeneca
||Panel Discussion: Challenges for CI in Rare Diseases/ Orphan Drugs
Eileen Faucher, PhD
Associate Director, Business Development, Sarepta Therapeutics
Associate Director, Head of Competitive Intelligence Global Business Insights, Shire Human Genetic Therapies
Associate Director, Market Research & Business Analytics, CSL Behring
Executive Director, Marketing, NPS Pharmaceuticals
||PDUFA V/FDASIA + Sequestration = Pharma Industry Impact
Pro-Active Steps for the Pharma Intelligence Professional
Across-the-board sequestration of the US Government is causing mandatory budget cuts at the FDA.
How might sequestration impact the implementation of PDUFA V/FDASIA?
What is your role as the Intelligence Professional in applying information in an evolving regulatory environment?
Executive Director Policy & Communications, Global Regulatory Affairs, Bausch + Lomb
Senior Director, Global Regulatory Policy and Intelligence Global Regulatory Affairs, Eisai, Inc.
Mary Ann Sarao
Director, Global Regulatory Intelligence, US Policy & Regulatory Intelligence, Pfizer Inc.
||Boiling the Frog™
How to Expect Surprises and Overcome Them – The Findings of a Global Life Sciences Survey
Like a frog sitting in the increasingly heated pot of water, life sciences companies often find themselves facing disruptive, highly uncomfortable
and dangerous market shifts. This survey and report identifies the boiling pots – the different kinds of dangers facing the different life sciences
players – and raises the question: Can life sciences executives, as rational actors, properly monitor the market and take action soon enough to
help their companies avoid the frog’s fate? Why are company managements surprised so often by a rival’s move or a shift in market forces or an
innovative new product or service that disrupts? Perhaps the better question is ‘Is a surprise really a surprise?’
In this interactive workshop Mr. Fuld will identify the disruptions over 200 life sciences firms from around the world have identified but may not
have acted upon quickly enough. It also examines how the shortlists of imagined disruptions or industry shocks differ around the world. What
concerns North American firms more may bother Europeans less, and may not even be on the list of the Asia-Pacific executives., Leonard Fuld
- The different type of surprises (regulatory, operational, innovation)
- How and when you should anticipate them
- What you can do about them
President, Fuld & Co.