First, make sure they are aligned with a critical element of your business strategy and address a real need in the marketplace, whether it's recognized (easier) or not (much harder). Then make sure they're aligned with your competencies, or at least with capabilities you can access. They also need to be big enough to matter, staffed and resourced for success, and managed with transparency and efficiency.

Selecting and prioritising the R&D pipeline is a complex exercise that must balance patient benefit, risk, return and timing. Most importantly, any project must fit with the overarching strategy of the company, e.g. therapeutic areas or geographic scope, to maximise commercial success.

In the Indian context, I prioritize R&D projects that are equitable and have the potential to impact large populations, especially those in lower socio-economic groups. Beyond strategic alignment and market potential, I select projects that demonstrate resource feasibility, technical viability, and sustainability, with input from cross-functional teams to ensure a broad, lasting impact.