Decision-Making and Process

Every horse race has a starting bell, a push to move as fast as possible, and a finish line. In many ways, the launch of a new drug can feel similar. But the metaphor only goes so far — launch preparation is not simply about speed, and in this case, the “horses” keep changing, and the track is anything but predictable.

A better metaphor is that of an orchestra, with many instruments contributing distinctly at specific times. All play the same piece of music but contribute based on their respective roles.

Over the past 20 years, The NemetzGroup has been involved in the launch of more than 50 different drugs and has had input into the strategic commercialization plans of many more. While no two launches are ever exactly the same — based on the team, company, and unmet need the drug hopes to address — there are certain patterns and similarities that we see repeating. Unfortunately, not all of these are positive.

When it comes to team performance and adherence to “best practices,” what works on paper or in a teambuilding workshop and what actually occurs are often two very different things. Not for lack of trying (in most cases!), the practical constraints of time, resources, and human nature often get in the way.

Historically, biopharma companies developed drugs for patients with an illness — but the illness was the primary focus. In recent years, much has changed. As drug development has become more enlightened, understanding the experience of people living with health conditions — their needs, goals, and the practicalities of daily life — has become integral to the process of developing innovative medicines.

Like so many seasoned industry professionals, we eagerly seek thought leader perspectives — on the current biopharma industry landscape; the investment strategies purported to be in play; and (of course) the likely true impact of the Inflation Reduction Act in both the near- and mid-term.

Regardless of your company or drug development stage, congress events are critical undertakings; they represent both a substantial opportunity and a significant investment of time and resources. These events provide an occasion to engage with a wide range of HCPs (including KOLs) to introduce new products, present data, gather insights, and more. Depending on your role in the company, the objectives that get you excited about attending one of these meetings will vary — you may not even be aware of some of the happenings outside your functional area.

Many of our clients are emerging companies striving towards their first clinical development program in anticipation of delivering on a promise to the patients they hope to serve. In most of these companies, leadership is appropriately focused on advancing the science and developing a “reason to believe” for both internal and external stakeholders (investigators, potential partners, investors, current and future employees, etc.).

What is the difference between strategic thinking in quantifying the future and Excel gymnastics? This was a distinction I needed to learn in my early years of marketing and, more specifically, market research.