For all the effort and investment drugs companies have put into improving business agility, the gap between vision and reality is glaring. This could be because companies have yet to transform R&D decision-making, says James Man, Kinapse.
Automation
Attempts to improve R&D agility in life sciences have not had the desired results to date, a likely result of the convoluted way companies reach portfolio decisions. Real organisational agility and improved market responsiveness means being smarter about the programmes companies take on. This comes down to their ability to prioritise according to the criteria that matter most – for example, what the market actually wants (and will continue to demand in future). Yet, too often, effective decision-making is thwarted by restrictive governance structures, functional silos and a lack of 360-degree insight at key investment points.