Strategic Vision: A Vital Catalyst in Developing Therapies for Patients

I often reflect on the work we do in the biopharma industry, in awe that, together, we change people’s lives. From penicillin and aspirin to insulin and gene therapies, our industry has pushed the boundaries of what is possible, improving the quality of life – and extending lives – for millions of people.?

Today, I’m especially reflective as I take on the role of president of The NemetzGroup, where I have spent the past 12 years leading corporate, medical affairs, and commercial engagements, as well as helping a broad array of clients navigate the complex path from the lab to market. I have the pleasure of working with biopharma companies at the forefront of science, technology, and innovation, seeking to bring a drug to market that will positively impact people’s lives.

Times are challenging in biopharma. With smaller check sizes and investments, early- to mid-stage startups have to do a lot of work upfront to prove their concept and compete for a smaller pool of funds. While the overall economic uncertainty and reduced industry investment can feel unsettling, the opportunity to advance good science has remained. On the contrary, with more scrutiny on where investments go, the bar is higher; the industry can focus on advancing patient care and supporting novel and interesting treatments rather than duplicating (or slightly altering) something already in the market.

While I am optimistic about the opportunity to advance good science, it does not magically happen without effort from a company’s leadership. In today’s environment, biopharma executives need to be more strategic than ever, as every stage of a drug’s development matters and can determine if it ends up in patients’ hands.?

Build a culture based on your vision

In my experience, the companies that weather uncertainty and overcome adversity most successfully are those whose leaders are aligned on vision and build a culture that reflects it. In these companies, there is often a “mind meld” between leaders who are in sync and walking in the same direction. And, especially in companies where teams are in person (at least some of the time), that permeates the office and, naturally, to all levels.

When there is little (or no) guesswork regarding the why behind the work the team is doing, people are more likely to be effective and successful at each step along the path from lab to market.

Recently, we collaborated with a Phase I company working on a new drug in a CNS indication that has faced challenges and clinical failures. The NemetzGroup was brought in for long-range planning, but the company hadn't defined a clear vision. As a result, the leadership team struggled to articulate their goals. So, we spent a few weeks establishing a vision and strategy before we could do any long-term planning. This approach empowered the leadership team, infused them with renewed energy and focus, and made the long-range planning process more effective and successful. Now, they have a clear vision and a plan to achieve it.

Create a culture of interdependencies

When I think about the challenges biopharma companies face today, it often revolves around bandwidth and capacity. Leaders are stretched too thin and asked to do too many things. I don’t know if we can solve that problem specifically, especially in this uncertain landscape. We can set teams up to be more effective and self-efficient so they are better equipped to address everyday tasks and priorities.

If a company’s culture is based on its vision (see above), team members are already set up for higher levels of success. Within that vision-centric environment, it’s so critical to encourage and set the organizational structure up for interdependencies. If individuals and teams work in silos, it’s easy for them to overlook the possibility that someone else might have the answer to a question or have already solved a particular problem. On the other hand, if teams are encouraged to collaborate and share what they are working on at every stage, not only is everyone better prepared for success, but those bandwidth-deprived executives might be freed up from day-to-day management and coordination to spend time on the bigger-picture items that are so critical to a product’s ultimate success.

This can be as simple as establishing a new information-sharing process prior to a team meeting. For example, we worked with a company with outstanding contributors. Still, despite a positive culture, it was rife with frustration that information needed to be shared and opportunities for collaboration were being missed. Through discovery, we found that the key forum where collaboration was expected – a weekly team meeting – became a running list of to-dos and project updates due to the leader’s limited time to prepare in advance. Understanding this, we helped establish a process for cross-functional information flow prior to the meeting, which allowed the team to use the time for collaboration specific to impending data, milestones, and other important factors. Engagement improved, and efficiencies were gained as interdependencies were discovered and prioritized.

Put the patient first at every stage

Every biopharmaceutical company and its executives are committed to solving specific challenges for a targeted group of people. That said, the road from lab to market is long, and, as a result, the patient’s voice can grow faint at times throughout the process. Successful companies build mechanisms to capture and amplify that voice at all stages.

It’s important to understand that weaving the patient’s voice throughout the process may increase time to market and the resources needed to get there, so it’s essential to build a timeline early on that reflects company investments of time, talent, and treasure to build long-term relationships. Doing so not only makes for a treatment that patients will use (prescribed by doctors and reimbursed by payers), but it can also save time and prevent unnecessary complications during the clinical trial phase.?

For example:

• Conduct a patient journey that reflects the patient’s perspective; invite patients, advocacy groups, and caregivers to share their insights (there is nothing more powerful than hearing the stories directly from those caring for or living with the diagnosis)
• Invite patients into your offices to share their individual experiences with your teams so they can personalize and contextualize the work that they are doing
• Identify individual patients and caregivers who can provide insights and feedback throughout the process; many of our clients have patient advisory boards that gather regularly to share experiences, answer questions, or provide perspectives on clinical trials

Our exceptional, deeply industry-experienced consultants at The NemetzGroup regularly have these discussions with our clients so they are not only prepared for each stage but have a foundation set for the stages to come. Without the right vision and strategy early on (and consistently), all subsequent steps will be built on a rocky foundation and jeopardize the chance of getting the therapy into the hands of patients. On the other hand, a strategic vision and subsequent actions can be a vital catalyst for bringing a much-needed drug to market.

As president of The NemetzGroup LLC , I look ahead with optimism and gratitude for the innovators working tirelessly to impact people’s lives, knowing the industry is being led by leaders who will continue pushing the boundaries of what is possible. That?gratitude?extends?to Sue Nemetz for building such a wonderful company, where I have grown over the past 12 years and the incredible team?whose primary focus is to serve the leaders in their mission to serve patients. The future is bright!