Agenda

MASTERCLASS WORKSHOPS
Tuesday, September 25, 2018
CONFERENCE DAY 1
Wednesday, September 26, 2018
CONFERENCE DAY 2
Thursday, September 27, 2018

Registration and Networking Light Breakfast

Developing Your Competitive Expertise: Late-Lifecyle Management & Competitive Uncertainty

inovis_150x77 Dr. Baljit Singh, Managing Director and Partner, INOVIS, Pharmaceuticals and Life Sciences Division (formerly Director, Integrated Insights, Novartis)
Dr. Satish Kumar, Head, CI Strategies, Generics & Biosimilars, INOVIS (formerly Sanofi-Genzyme)
Dr. Harshal Kubavat, Head, Strategic Consulting, Life Sciences, INOVIS (formerly Brand Manager, Roche)

Part 1: Late Lifecycle Management - Gx/Biosimilar issues, Intelligence Options, and Actions

This interactive workshop session will enable you to:
• set up a best-in-industry Gx/biosimilar RI and CI tracking program
• understand Gx / Biosimilar product development and entry strategies
• identify potential actions to optimize launches and enforce IPR / exclusivity

PART 2: Dealing with uncertainty – Delivering robust competitive assumptions with a systematic framework (Comp-ACT)

* Demonstrate the importance of comprehensive & robust threat assessments and the impacts these can have on strategic decision making (commercial readiness, development programs, BD opportunities, forecasting, scenario planning, mitigation plans, etc.)

* Provide attendees insights of a systematic framework-driven process to evaluate competitive threats from in-class/out-class competitor assets, which will ultimately ensure proactive and strategic impact

This workshop session (with breakouts), will give participants first-hand insights from combined +30 years of experience dealing with uncertainty and helping Big Pharma optimize their late-life cycle strategies – i.e. enabling companies to protect and optimize their assets.

Networking Lunch

Using CI to Help Inform our Future Biosimilar Entry or Defense Strategy

ld_150x77 Neil Patel, PharmD, Consultant, Lifescience Dynamics

• Multiple biosimilars have now been approved in Europe and their impact is starting to substantially erode sales of originator products, however in the US, biosimilars have had a minimal impact thus far

• This workshop will discuss the use of CI to help understand the learnings we can take from biosimilar companies difficulty in penetrating managed care
• How can we use these learnings to inform our biosimilar entry or defense strategy?

Networking Break and Refreshments

Developing a Vision and Strategy for your Pharma Intelligence Function

merck_150x77 Alfred Reszka, Executive Director and Head, Strategic Business Intelligence, Merck & Co., Inc.

Great organizations are driven by great strategies executed on by high-performance teams.

The best strategies adhere to a forward-looking vision and offer guidance to a given organization that allow all to align goals and allow all players to move in the same direction. There is a high likelihood that your company or organization has a well-crafted strategy that you and your colleagues keep in mind as you operate at the level of tactics. It is important that you train your team to understand the process of developing a strategy and that your intelligence function has its own strategy that differentiates your function as a cost center worth keeping around. In this workshop, we’ll discuss the elements of strategy that apply at the company level and at the level of the intelligence function with examples of how this helps make a high-performance team perform even better. We’ll follow by developing a vision statement for your team as well as a multi-component strategy that can help you and your team gain an aligned sense of purpose and assist in developing objectives and supporting tactics.

Key Take-Aways:
• Success factors of having a strategy to drive your organization
• Exemplar for how a well-designed strategy can give your intelligence function the winning edge
• Key factors in writing your vision statement
• Best practices for developing your strategy
• Proven ways to use your strategy to gain alignment

Registration & Networking Breakfast (sponsored by GlobalReach BI) in Exhibition Hall

Chairpersons’ Opening Remarks

2018-CI-Day-1-Chair Alfred Reszka, Executive Director and Head, Strategic Business Intelligence, Merck & Co., Inc.
Marjorie Norman, Director, Worldwide Competitive Intelligence, Pfizer

Keynote: Aflac Japan: Developing and Maintaining a Competitive Edge

jba_150x77 Paul Amos, Director & Partner, Jordan-Blanchard Capital (formerly President, Aflac)

A case study on Aflac:

The Aflac Duck and how a brand built a category of its own
Aflac’s Sustained Success despite Competitive Threats

Private Equity:
Targeting Industries where competitive advantages can be built or expanded

Keynote: Playbook for the Competitive Network

comcast_150x77 Sameer Bhatti, VP Product Development, Comcast

The new era demands innovation in the Competitive function to help the business compete for profit.

The speed of change is occurring at a more rapid pace than ever before. To be successful we need a new Playbook to evolve Competitive as a strategic asset.

Refresh and Connect in Exhibition Hall

Keynote: Executive Level Discussions: Strategic CI Boardroom

A panel of CI Heads from the following companies: 2018-CI-Day-1-Panel

“Ask the Experts” Interactive Breakout Groups Day 1

(Explore and capture the power of expert insights and experiences in this fun and informal environment.)
BREAKOUT 1
Developing the Next Generation CI Professional: CI Education to Foster CI Community

Educating and onboarding of new CI professionals is critical to any competitive intelligence organization.

A planned and thoughtful approach to training is necessary to ensure the success of the new CI practitioner as well as to ensure the future viability of the CI organization. As Eli Lilly’s CI organization has grown over the years, our additions to the group have brought with them a vast level of Pharma experience. However, the intricacies of competitive intelligence disciplines necessitated a formal training beyond the “on the job” training that is typically employed. We will discuss: skill sets that are crucial to a successful pharmaceutical CI organization, translation of these skill sets to a CI education program, the use of metrics to assess the program’s impact and success, and expansion of CI professional education program to a program for all Lilly employees that fosters a CI community within Lilly.

Presented by Eli Lilly and Company

Presented by Eli Lilly and Company

BREAKOUT 2
Working with Your Legal Team to Conduct Primary CI

“Working with your Legal Team to Conduct Primary CI” will cover topics that include how to work with your Legal team to set up company guidelines to conduct legal and ethical market research.

This will go beyond just referencing “SCIP Guidelines” and will cover what CI leaders need to think about in prepping for your discussion with Legal on this topic. Also targeted for discussion is how to treat the Legal Department as a key stakeholder when developing KIT/Qs as well as inclusion in the review of the final CI report. Other topics are open for discussion as well based on interest of participants. The goal is for everyone to share their experiences with working with Legal so that participants walk away with key insights and implementable engagement strategies.

Presented by Roche

Presented by Roche

BREAKOUT 3
Career Management: How Bright is The Future for Intelligence Professionals – Rising, Falling or Somewhere in Between?

Everyone has aspirations and goals for their career. We all want to provide value to our company while establishing, expanding or re-positioning our sphere of influence.

Sometimes it goes according to plan; sometimes not so much. In this breakout we will share work experiences and discuss how to manage our careers over time.

• What led you to an intelligence / insights role?

• What skill sets, experiences or capabilities are key to becoming a great intelligence professional? Which ones are most transferable?

• What business functions within your company hold the most or least promise for intelligence / insight professionals? Are any reporting structures better or worse?

• Are your proficiencies valued within pharma/biotech and healthcare? What about other industries?

• What situation(s) provided the best experience for developing or improving your capabilities? What pitfalls would you avoid the next time around?

• Where do you want to go? What’s your next career adventure and how do you get there?

Presented by West Pharmaceutical Services

Presented by West Pharmaceutical Services

BREAKOUT 4
Building a CI Function and Leverging CI in Other Roles
Presented by Indivior

Presented by Indivior

BREAKOUT 5
Supporting R&D and Commercial, and Bridging the Gap
Presented by Takeda

Presented by Takeda

BREAKOUT 6
Know Your Value: How to Measure CI Impact on your Organization

How does CI impact the bottom line? What is the ROI for this CI research project? How much revenue did CI generate for the business?

Chances are many of us have been faced with these questions within our organizations, but when CI is often one data point in an overall understanding of a competitor or competitive landscape, it is often difficult to boil it down to a single quantitative metric. This discussion will focus on the types of metrics that may be useful to consider, processes that can help facilitate measuring impact, and lessons learned along the way.

Presented by Pfizer

Presented by Pfizer

BREAKOUT 7
Manufacturing Intelligence
Presented by Novartis and ThermoFisher Scientific

Presented by Novartis and ThermoFisher Scientific

BREAKOUT 8
Advancing Competitive Intelligence – By Implementing AI?

• What is AI?

• What does AI have to do with CI?

• How can AI help improve CI capabilities?

• How can we leverage historical market trends, SWOT/Situational Analyses, and other types of Competitive Intelligence we’re able to gather from public sources?

• What are challenges/barriers to implementation?

• What can we do to help to overcome the barriers?

• What does successful CI using AI look like?

• Can AI replace CI? Should we be afraid of AI?

Presented by Pfizer

Presented by Pfizer

Networking Luncheon

Keynote Luncheon: Fate Maps: What You Should Know About Plotting Innovation Paths That Fit Your Product, Function or Company’s Life Stage

Presented by Best Practices

Presented by Best Practices

Companies, functions and brands move through predictable stages of growth and innovation.

Molecular biologists use “fate maps” to track developmental stages from embryonic cells to adult organisms. CI Professionals can understand their company’s growth needs and competitive challenges using a similar lifecycle approach. Strategic analysis that neglects your life stage will prove disappointing. Deeper, more actionable insights emerge when aligning your analysis to reflect your life stage. This presentation will share field research findings regarding how to align innovative analysis with your unit’s life stage and your competitive lifecycle. Case examples will spotlight how best practice benchmarking insights can inform this process and make your intelligence both forward looking and immediately relevant.

Collaboration Zone: Working Together

SESSION ONE

Quintessential Agency Industry Partnership – How to Make it Work!

We will role-play what a good and a more difficult agency / client relationship looks like.

The goal of our “performance” is to provide the audience with an entertaining learning experience.

Topics we will cover:
• Scoping a project and preparing the brief
• Choosing an agency
• Interacting with the agency during the project
• Delivery of the project results
The audience can expect to be able to participate actively in the “conversation” and contribute to the program.

Presented by Chiesi and Molekule Consulting

Presented by Chiesi and Molekule Consulting

SESSION TWO

Making Intelligence Stories Count

In its basic form, intelligence is a business discipline that involves collecting and analyzing qualitative information that provides decision makers a picture of the future.

It is designed to inform and advise on strategy and tactics and contributes to the overall success of the organization it serves. Corporate executives like the qualitative pictures and stories that are developed, particularly ones that are predictive. But above all, they love numbers. This poses a million-dollar question: Is there a way for intelligence professionals to bridge the slight gap between their qualitative and insightful outputs and the quantitative interests of the C-suite? We believe there is one.

This presentation will demonstrate how, with proper planning, a strategic simulation workshop can be tweaked to place its inputs and outputs into a quantitative business perspective. This practice may increase the importance of the workshop and, if applied consistently, could raise the reputation of the intelligence professional and his or her group.

Presented by Prescient Healthcare and Merck

Presented by Prescient Healthcare and Merck

SESSION THREE

Using CI to Predict Approval Timelines

• With the various designations that the FDA grants new therapies, how can we use CI to predict approval timelines?

  • Overview of Phase 3 to approval timelines
  • Summary of FDA programs to expedite development of new therapies and how they can impact approval timelines
  • Using competitive intelligence to inform approval timelines
Presented by Lifescience Dynamics

Presented by Lifescience Dynamics

Leadership Insight: Case Studies

SESSION ONE

A Tool for Predictive Modeling of Pharmaceutical Asset Position

Competitive landscapes provide a static view of the competitive position of pharmaceutical R&D assets yet discussions and strategic portfolio decisions are based on the potential of future position and value.

Determining the future competitive positioning of a molecule has historically been based on speculation and anecdotal evidence. The goal of the CI group at Eli Lilly and Company was to develop a probabilistic model that could account for a variety of factors that influence cycle time and probability of molecule development that would supplement the static view of competitive position today with an unbiased view of what the competitive position will be at a specific time in the future. This talk will describe the factors and variables affecting cycle times and throughput probabilities incorporated into the model, types of simulation outputs available, and case studies utilizing simulations in decision making.

Presented by Eli Lilly and Company

Presented by Eli Lilly and Company

SESSION TWO

Operational Versus Strategic Intelligence

Presented by Sanofi Pasteur

Presented by Sanofi Pasteur

SESSION THREE

Communication with the Field - There Is an App for That

One of the main sources of information is intel collected by our field force.

However, communication with the field is at times cumbersome, and not easily accessible. We developed an in-house app which allows for a single, accessible source of communication between the CI team and the field.

Presented by TESARO

Presented by TESARO

SESSION FOUR

AstraZeneca’s Community of Practice

Presented by AstraZeneca

Presented by AstraZeneca

Refuel & Rejuvenate in Exhibition Hall

Think Tanks: Learning Environment

SESSION ONE

Primary Competitive Intelligence in the Age of Specialty Pharmacy and Managed Care

Pharmaceutical companies must execute on new product payer swim lane exercises.

These exercises include patient and prescription journeys, target product profile feedback, value messaging and prioritization, HEOR messaging, pricing studies, gross-to-net assessments, AMCP dossier development, and budget impact payer models.

For new entrants it is also critical to understand incumbent contract strategies. These strategies can include components which can blunt the uptake of new products such as “1 of” agreements and step therapy. Plans can take additional steps such as initiating prior authorizations, quantity limits, and formulary exclusions.

New product rebating and contracting strategies must also increasingly take into consideration not only traditional rebate contracts, but also value-based agreement options. Incumbent managed care team size, structure, targeting, and best practices must also be determined prior to product launch.

For drug companies with existing products, primary competitive intelligence needs are frequently the reverse. They must maintain their access and market share in the face of new entrants. This requires a thorough understanding of new competitor activity in the payer space such as their payer messaging, HEOR story, managed care team size and structure, tools being employed, and their contracting and rebating activities to all payer and channel constituents.

All too often both drug companies launching new products and those with established brands make decisions in the absence of managed market primary competitive intelligence. This contributes to higher overall costs, delays, and sub optimal product performance. This presentation will discuss how the use of primary competitive intelligence in the payer and drug channel spaces can contribute to better product performance outcomes.

Presented by Healthcare Intelligence and Analytics

Presented by Healthcare Intelligence and Analytics

SESSION TWO

Better Portfolio Decisions – How Failure Rates Can Help Us Understand Portfolio Risks and Improve R&D Productivity

Numerous studies have analyzed R&D productivity and measured drug approval rates. But an analysis focused on success rates has limitations, providing only one piece to the puzzle.

In this session, Clarivate looks at the dynamics of drug development a different way, using gold standard Cortellis content, innovative predictive modeling and powerful Centre for Medicines Research (CMR) data to help companies learn from the industry’s failures as well as its successes to improve R&D productivity.

Presented by Clarivate

Presented by Clarivate

SESSION THREE

Now That the War Game Is Over, What to Do Next

The most common sentiments after a war game is about good the event was and how much was learned.

The most common question is “What do we do now”. In surveys of effective CI units, implementation is the difference between a great War Game and an Effective one. In this session, a set of templates will be presented to help guide implementation and help keep the process on track. Templates to assign priorities on War Game Conclusions, Building and empowering stakeholders in the outcomes, and other actions that when followed lead to effective results from a War Game.

Participants will get a workbook of templates that will organize the implementation teams. These templates will help lead, build, support, manage, and update the war games.

Presented by Fletcher/CSI

Presented by Fletcher/CSI

Engagement: High Level Debate and Discussion

SESSION ONE

Commercial Strategies and Planning

Presented by Amicus Therapeutics, Daiichi-Sankyo, Ironwood Pharmaceuticals, Merck, REGENXBIO, and Taiho Oncology

Presented by Amicus Therapeutics, Daiichi-Sankyo, Ironwood Pharmaceuticals, Merck, REGENXBIO, and Taiho Oncology

SESSION TWO

Insights into New Product and Business Development/ Licensing

Presented by AbbVie, Eagle Pharmaceuticals, EZRA Innovations, Immunomedics, Ipsen, and Intercept Pharmaceuticals

Presented by AbbVie, Eagle Pharmaceuticals, EZRA Innovations, Immunomedics, Ipsen, and Intercept Pharmaceuticals

SESSION THREE

Challenges in Medical Devices and Diagnostics

Presented by Roche, Stryker, and West Pharmaceutical Services

Presented by Roche, Stryker, and West Pharmaceutical Services

Business Speed Networking

Drink, Eat & Be Merry! Casino Night Reception & Networking

Registration & Networking Breakfast (sponsored by GlobalReach BI) in Exhibition Hall

Case Histories: Sharing Experiences and Expertise

SESSION ONE

Integrating the Patient Journey into Your Core Market Intelligence Strategy

This presentation will emphasize the often dismissed or shallow art of understanding the patient’s role in therapeutic decision-making, preferences and ongoing loyalty/compliance to treatment.

The 21st Century US healthcare environment hosts the most sophisticated patient type in history. Their experience with treatment matters and their struggle with their ailment poses a rich array of emotions, perceptions and goals to their journey that are critical for industry players to intimately engage with.

Presented by NS3 Biotech

Presented by NS3 Biotech

SESSION TWO

Investing in an Analytically Driven Culture

Many organizations are making significant financial investments in technology, data, and analytics.

As these powerful tools become reality, it is equally important to align with key stakeholders on the both the value proposition and the impact they should have on the culture.

Presented by Celgene

Presented by Celgene

SESSION THREE

Subconscious Mind and Visual Perception of CI Info

How to make CI presentation more effective by engaging fast subconscious visual processing in the brain of the client.

When a client glances at a CI slide – much of mental perception / cognitive processing is happening subconsciously. In the first ~5 seconds the brain extracts the main / first-level ideas. A reader is typically unaware that during those few seconds – his or her visual cortex / sub-consciousness are processing numerous cues from slide structure, visual positioning / alignment, colors, etc. These cues are sub-consciously synthesized into specific ideas and into an overall emerging story – in parallel to the conscious processing of understanding logic, rationale and presented data.

Presented by Novartis

Presented by Novartis

SESSION FOUR

Customer Engagement via Marketing Automation and Data Integration in Rare Diseases

Presented by United Therapeutics

Presented by United Therapeutics

Idea Labs: Gain New Perspectives

SESSION ONE

Leveraging Wall Street Analyses and Forecasts in Healthcare Competitive Intelligence

Competitive Intelligence departments are increasingly being asked to monitor Wall Street analyst estimates, Wall Street events, and questions from company earnings calls.

Investors have a different focus from pharma CI departments, concentrating on upcoming catalysts and the possibility of rare disruptive adversities. While this short-term mentality can be frustrating for CI departments, Wall Street perspective can be leveraged to increase the efficiency and focus of CI efforts. We discuss examples of the value and also the limitations of paying attention to Wall Street from a CI perspective.

Presented by inThought Research

Presented by inThought Research

SESSION TWO

Managing a Remote Workforce

An increasing number of companies are adapting telecommuting practices, and the benefits are compelling.

From increased productivity and a larger pool from which to draw talent, to improved well-being for employees and a reduction in turnover, Proactive Worldwide’s Healthcare and Life Sciences Practice is realizing these benefits as it continues to grow.

Technology has ensured that managing this remote workforce is easier than it has ever been, but challenges remain. These challenges can be overcome through increased communication, proper delegation, frequent touch points to assess performance and reset goals, and a necessitation for a level of trust that may not be required in-office.

Proactive will describe how the Proactive HCLS team have evolved into a near-exclusive remote workforce and detail best practices that will help give clarity to organizations interested in moving in this direction.

Presented by Proactive Worldwide

Presented by Proactive Worldwide

SESSION THREE

Dealing with Uncertainty – Experiences, Challenges and Opportunities

Within the Pharma industry, Competitive Intelligence is becoming established as providing vital support in enabling strategy and decision making at a cross-functional level.

However, with increasing complexities surrounding competitive assumptions and the opportunities/challenges they impact within a global environment, many CI professionals find it increasingly difficult to move beyond the “information” provider to “thought-partner” for their stakeholders. At INOVIS, we are progressively dealing with clients struggling to deal with the unknown, with the fear of uncertainty greatly contributing to a lack of agility and competitive fitness across organizations.

Join us for a co-presentation with a leading industry expert and INOVIS as we explore these topics and discuss:

  • Real-world examples from Pharma professionals, where overarching uncertainties have impacted business issues
    • How was uncertainty addressed?
    • What are the learnings?
  • How can CI – be it a mindset or specific framework(s) – generate actionable and tangible outcomes to support the current pharma business environment?
  • What are the opportunities for high-impact/high value vendor-client activities to better support this area?

Participants will benefit from the vast experience of the presenters and take home ideas and practical considerations to immediately implement as part of their working practices. Moreover, by strengthening and leveraging their client relationships, drawing on specific expertise and experience, CI professionals should leave with more confidence in dealing with the unknown and turning these challenging situations to their opportunity!

Presented by INOVIS

Presented by INOVIS

Co-Presented by BioMarin

Co-Presented by BioMarin

Evolving Technology and Skills: Learn and Engage

SESSION ONE

Developments in mHealth: An App a Day Keeps the Doctor Away

More than 2 billion people use smartphones, and half of these have a health-related app.

More than 70% of doctors in the UK, France and Germany have recommended an app or tech-related healthcare; there were 47,682 mHealth apps available in the Apple Store at the end of Q4 2017, principally in the consumer sectors of weight loss, exercise, sleep and women’s health. About 30% of the apps target healthcare professionals. The mHealth market is estimated to be worth $102 billion by 2022. These numbers shouldn’t be ignored by Pharma. Leading Pharma companies are learning quickly that they needed to partner, rather than compete with technology. J&J, Novartis, GSK and AstraZeneca all have teamed with tech for various developments; leading pharma companies now have a digital health or mHealth divisions.

Disruption has come later to the highly regulated, slow-moving, cost-heavy industries such as pharmaceuticals. With ever-increasing global demand for healthcare and high margins this makes the sector ripe for the entry of lower-cost, high innovation, and very disruptive tech companies. Innovation in products, technologies, business models, and processes can topple market leaders; particularly larger organizations that lack the agility to react quickly. The pharmaceutical sector in the digital economy is more vulnerable than most. Dig Worldwide will share a thought-provoking presentation describing these disruptive forces and examples of change that have the potential to radically change the healthcare landscape.

Presented by Dig Worldwide

Presented by Dig Worldwide

SESSION TWO

Pharma Ecosystem 3.0: “How Technology Is Shifting What We Track and How We Report It”

The presentation would cover the multifaceted seismic impact technology is having on what the intelligence practitioner tracks beyond the traditional targets and how to overcome the information consumption method we are being conditioned to want

• The rapidly technological advancements in healthcare and delivery such as precision medicine
• Disruptions to the traditional treatment algorithm
• The emergence of the new silicon valley disruptors
• Patient empowerment via technology and social media
• The new conditioning of information content consumption ushered by technology
• What to do now as a competitive intelligence practitioner to prepare organizations for these changes
o Assessing the changing competitive eco-system with emerging disruptors
o Implementing the plan to successfully account for the new system
o Adapting reporting to optimize consumption by senior leadership

Presented by LCN Consulting

Presented by LCN Consulting

SESSION THREE

Exponential Advantage: How to Compete in the Digital Age

Competing today is vastly different than it was 20 years ago.

Today, each of us has access more technological tools, more information and more talent than the CEOs of the world’s biggest companies did just two decades ago. Exponential technologies and mindset are transforming products and services and disrupting industries. In the presentation, we will discuss what is an exponential advantage and share a framework through which one can capitalize on the opportunities being created in the digital age. We will present both pharma and CI case studies on how to use this framework.

Presented by Atacana Group

Presented by Atacana Group

SESSION FOUR

Making the Most of Your Conference Attendance – A Case Study

• Knowing where to be and who to meet is critical to maximizing the return on your conference investment

• Learn the step by step approach used by Primary Intelligence experts covering conferences, with GlobalReach BI, using novel tools and technology provided by Larvol
• Using ASCO 2018 as a case study, discover opportunities to improve how you prepare and execute a conference strategy

Presented by The Larvol Group

Presented by The Larvol Group

Refresh and Connect in Exhibition Hall

Best Practices and Insights

SESSION ONE

Tracking and Reacting to the Changing Landscape of External Innovation

Over the last decade large pharma companies have increasingly recognized the value of external innovation.

This has resulted in numerous programs to enhance the flow externally derived innovation into large pharma companies. Fundamental changes in the sourcing of innovation drive numerous strategic initiatives within a pharmaceutical company with profound impact. Separate parts of the company often interpret the changes differently which can inhibit proper action to the changing environment if they even believe it is changing. How do intelligence organizations best track this dynamic environment and report on it? This presentation will focus on our assessment of the external innovation environment that was used to engage decision makers in meaningful dialog to catalyze action.

Presented by Eli Lilly and Company

Presented by Eli Lilly and Company

SESSION TWO

Pricing, Coverage, and Reimbursement: Establishing a Clear Path to ROI for Venture and Pharma Partners

Investors and potential clinical development and commercialization partners are demanding clear paths to reimbursement and coverage earlier and earlier.

Hear from both sides of the negotiating table about how growth phase companies can substantiate their business models and potential for payment to achieve optimal partnerships and funding.

Presented by Pear Therapeutics

Presented by Pear Therapeutics

SESSION THREE

Implementing an Effective Counter CI Program – Lessons Learned

• Successful implementation of a counter CI program, can help pharma/biotech companies to ensure that valuable

proprietary information is not disclosed outside of the organization. Furthermore, a counter CI program can also help to understand whether any specific divisions are being targeted regularly.
• Running a counter CI program does however have a number of hurdles. Here we discuss those hurdles and how to overcome them.

Presented by BioMarin

Presented by BioMarin

SESSION FOUR

Stand-Alone CI Function vs. Integrated Insights Including CI, MR, Forecasting and/or Secondary Analytics

Presented by Atara Bio

Presented by Atara Bio

“Ask the Experts” Interactive Breakout Groups Day 2

(Explore and capture the power of expert insights and experiences in this fun and informal environment.)
BREAKOUT 1
Developing the Next Generation CI Professional: CI Education to Foster CI Community

Educating and onboarding of new CI professionals is critical to any competitive intelligence organization.

A planned and thoughtful approach to training is necessary to ensure the success of the new CI practitioner as well as to ensure the future viability of the CI organization. As Eli Lilly’s CI organization has grown over the years, our additions to the group have brought with them a vast level of Pharma experience. However, the intricacies of competitive intelligence disciplines necessitated a formal training beyond the “on the job” training that is typically employed. We will discuss: skill sets that are crucial to a successful pharmaceutical CI organization, translation of these skill sets to a CI education program, the use of metrics to assess the program’s impact and success, and expansion of CI professional education program to a program for all Lilly employees that fosters a CI community within Lilly.

Presented by Eli Lilly and Company

Presented by Eli Lilly and Company

BREAKOUT 2
Working with Your Legal Team to Conduct Primary CI

“Working with your Legal Team to Conduct Primary CI” will cover topics that include how to work with your Legal team to set up company guidelines to conduct legal and ethical market research.

This will go beyond just referencing “SCIP Guidelines” and will cover what CI leaders need to think about in prepping for your discussion with Legal on this topic. Also targeted for discussion is how to treat the Legal Department as a key stakeholder when developing KIT/Qs as well as inclusion in the review of the final CI report. Other topics are open for discussion as well based on interest of participants. The goal is for everyone to share their experiences with working with Legal so that participants walk away with key insights and implementable engagement strategies.

Presented by Roche

Presented by Roche

BREAKOUT 3
Career Management: How Bright is The Future for Intelligence Professionals – Rising, Falling or Somewhere in Between?

Everyone has aspirations and goals for their career. We all want to provide value to our company while establishing, expanding or re-positioning our sphere of influence.

Sometimes it goes according to plan; sometimes not so much. In this breakout we will share work experiences and discuss how to manage our careers over time.

• What led you to an intelligence / insights role?

• What skill sets, experiences or capabilities are key to becoming a great intelligence professional? Which ones are most transferable?

• What business functions within your company hold the most or least promise for intelligence / insight professionals? Are any reporting structures better or worse?

• Are your proficiencies valued within pharma/biotech and healthcare? What about other industries?

• What situation(s) provided the best experience for developing or improving your capabilities? What pitfalls would you avoid the next time around?

• Where do you want to go? What’s your next career adventure and how do you get there?

Presented by West Pharmaceutical Services

Presented by West Pharmaceutical Services

BREAKOUT 4
Building a CI Function and Leverging CI in Other Roles
Presented by Indivior

Presented by Indivior

BREAKOUT 5
Supporting R&D and Commercial, and Bridging the Gap
Presented by Takeda

Presented by Takeda

BREAKOUT 6
Know Your Value: How to Measure CI Impact on your Organization

How does CI impact the bottom line? What is the ROI for this CI research project? How much revenue did CI generate for the business?

Chances are many of us have been faced with these questions within our organizations, but when CI is often one data point in an overall understanding of a competitor or competitive landscape, it is often difficult to boil it down to a single quantitative metric. This discussion will focus on the types of metrics that may be useful to consider, processes that can help facilitate measuring impact, and lessons learned along the way.

Presented by Pfizer

Presented by Pfizer

BREAKOUT 7
Manufacturing Intelligence
Presented by Novartis and ThermoFisher Scientific

Presented by Novartis and ThermoFisher Scientific

BREAKOUT 8
Advancing Competitive Intelligence – By Implementing AI?

• What is AI?

• What does AI have to do with CI?

• How can AI help improve CI capabilities?

• How can we leverage historical market trends, SWOT/Situational Analyses, and other types of Competitive Intelligence we’re able to gather from public sources?

• What are challenges/barriers to implementation?

• What can we do to help to overcome the barriers?

• What does successful CI using AI look like?

• Can AI replace CI? Should we be afraid of AI?

Presented by Pfizer

Presented by Pfizer

Networking Luncheon

Announcement of Raffle Prize Winners and Announcement of Recipient of Pharma CI’s Award of the Year: “Most Innovative Approach to CI”

Panel Discussion: Best Practices in Action – Optimizing the Practitioner/Service Provider Partnership

As a practitioner, engaging a service provider to support a tactical or strategic initiative requires striking an optimal balance of practitioner and service provider responsibilities.

Done right, these engagements grow into partnerships resulting in actionable intelligence that can impact the bottom line as well as position your organization to strategically advise the business to better prepare it for likely scenarios ahead.

In this collaborative session, presenters will share use cases from three Fortune 100 competitive intelligence and strategy practitioners in the IT, medtech, and pharma industries that illustrate impactful approaches to an optimal symbiosis of the practitioner / service provider partnership. The focus will be on how to most effectively partner with a strategic CI service provider to both maximize the outcome of each engagement (whether it be ad hoc and tactical or longer-term and strategic) and contribute to positioning the practitioners in your organization as proactive and trusted advisors. Specific criteria and best practices for building reliable, trusted partnerships will be shared, ranging from initial rules of engagement, optimal allocation of both internal practitioner and service provider resources to engagements, and most effectively facilitating delivery of high value and high impact results.

Participants will:
• Learn frameworks for determining when to engage a service provider vs. dedicating in-house resources to an engagement; screening service providers to determine best fit; scoping and prioritizing stakeholder needs prior to deploying a service provider; and providing targeted, actionable deliverables
• Hear real-world examples from practitioners who have built up efficient and trusted partnerships with CI and strategy service providers, including practical ROI measures and CI outputs’ specific impact on strategic and tactical decisions
• Hear a CI and strategy vendor’s perspective on key success factors for establishing and growing a flourishing and rewarding practitioner/service provider relationship, including a hands-on toolbox for implementable strategies
• Actively participate in a group exercise to distill top practical applications and best practices from the session

Featuring Panelists from Medtronic, Merck, and Microsoft

Featuring Panelists from Medtronic, Merck, and Microsoft

It’s Time For a Radically Different Approach to CI Role in Strategy

fgh_150x77 Dr. Benjamin Gilad, Co-Founder, Fuld-Gilad-Herring Academy of Competitive Intelligence

This presentation will address the main reason strategy and intelligence fail to intersect in too many companies, the sorry results (flying blind), the failure of new tech companies to

learn anything from old-world companies’ failure to integrate CI and strategy, and some suggestions for radically changing the model we have been using in competitive intelligence in the past 30 years. He fully expects Trump to tweet about this presentation (“believe me, this will make companies great again!”) and VCs to keep wasting billions on silly ventures. Ce la Vie.

Livepolling Power Panel: Review and Discussion of the Most Controversial and Important Topics During the Two Days

A panel of CI Heads from the following companies: livepolling_1150x236

Conference Concludes