Driving Innovation in Licensing Through Competitive Intelligence and Big Data Analytics

Transcription

1 Driving Innovation in Licensing Through Competitive Intelligence and Big Data Analytics John D Antonio Practice Leader, Licensing & Competitive Intelligence

2 About Paragon We help increase asset value from advisory consulting services through solution design and implementation Proven approaches and methodologies resulting in actionable strategies and roadmaps to reach business objectives. Application development and architecture, project management, solution implementation and integration. Quick Facts: 750 Employees Global Clients NJ Headquarters, 5 US Offices Dual-shore Development 5 Year 18% CAGR Privately owned, 30-year history 2

3 The Environment Capital markets pressuring pharma to demonstrate continued innovation, revenue growth and shareholder value Probability of R&D success down; pursuit of more difficult and complex biological targets and specialty indications. Political pressure and patient lobbying groups to reduce prices while outputting novel medicines. Increased regulatory pressure to ensure safety and efficacy through complex and costly clinical studies. More companies choosing new sources for innovation: externalization, outsourcing, focusing on certain TAs, biologicals, emerging markets. More global patterns of innovative R&D networks, new players Huge demand for lowering commercial risk in early stage clinical trials driving pharma to go beyond the lab and target. 3

4 The move to external innovation. External innovation via in-licensing has four-fold the EVA of discovery investment Returns of In-Licensing a compound with $1.5 Bn of potential peak sales, using contemporary deal terms, are four-fold those of discovering and developing the same compound internally. 4

5 The Problem Increased difficulty finding and qualifying the right information fast enough to maximize commercial upside Because many complex data sources are required to quickly see the true competitive landscape and the whole picture Rapidly finding and screening assets Search is highly manual, extremely time consuming No competitive context No comprehensive overview to find useful information Unapparent connections between topics hidden Missed opportunities Competition gets in first Drug companies late in the game, then overpay Retrieving complex data from multiple disparate locations a costly bottleneck 5

6 The Opportunity What previously took months to find and assess should be available in real-time Time an opportunity is discovered and deal is closed Cycle time reduction What s it worth? $100 million. $ 300 million... $ 700 million? Competitors just start activity in the asset area 6

7 Organizational interests and competing agendas BD&L Fit & Closure Timing Potential Finance Valuation Risk Operating Income CEO EPS Pipeline Competitors R&D Pipeline Efficacy Utility IP Royalties Patent Validity Infringement Manufacturing Scalability Complexity Batch Cost Clinical & Regulatory Pathway Development Cost Approval 7

8 Even if each individual decision makes sense. The complexity of exchanges results in high coordination costs, potential for duplication and waste Finance R&D External Innovation Biotech Community Commercialization Licensing Regulators/Government Pharma Venture Capital Decision interaction points 8

9 Deal volume, size or quality drives EPS? What s your strategy? EPS (ttm): 1.94 EPS (ttm): 3.89 Source: Google Finance 9

10 The secret lies in unapparent connections We start by uncovering hidden commercial value and unlocking it from vast stores of unconnected and connected data Assets can now be uncovered and relationships drawn across and among information sources that previously had no connectivity

11 What it takes Accelerated search & prioritization within the competitive environment Step III Newly Discovered Information Asset and prioritized best option Step II Establishes Hierarchy Rules based Filtering and Ranking Step I Understand predictive relevance with associative context sensitive processing drives insight 11

12 How the new environment Brain-like information search and orienteering is used to find & qualify more innovation a competitive context Rigorously mine innovation networks to gain insight from tacit interaction to pre-qualify assets. Rapidly find correlations between previously unavailable data in the competitive context. Uncover and explore missed opportunities and a wealth of new connections in real time. Numeric information Structured text Unstructured text Chemical structures Biological sequences Images 12

13 Best practice approach Blueprint for finding and qualifying key opportunities 360 View Curation Intake Citeline Intelios ADIS Bi Tools Internal Knowledge Stores Annotations Collaborative Engine Conclusions Sematic Search Nexus Visual Information Discovery Competitive Intelligence Database IMS Prous IDdb3 Factiva Others Proteomics Molecular Chemistry Biologics Registry Biomarker Search DICOM Cheminformatics Pharmacogenomics Image Data 13 13

14 Live data is fed and scored for innovation mapping Once uncovered, asset novelty and value can be identified Link Novelty and Attractiveness Scorecard to Value. Integrate multiple data sources for robust insight. Analysis brings due diligence like thinking forward. 14

15 Result What moves forward is of highest value Prioritize, de-risk and rank opportunities by novelty and commercial attractiveness for the best option at once Find and qualify opportunities with real time insight Examine differences and effects of changes in decision criteria on each other. Improve decision quality and speed with imperfect knowledge and resource constraints. 15

16 Example cockpit combines many roles into one 16

17 The right competitive intelligence experience Relationship Map Relevance Query Weighting Data Sources 17

18 Imagine a deal flow viewed like a Credit Score Expected NPV Risk Score With the right information at your fingertips, scoring and updating assets to accommodate change is immediate Deals can ultimately be risk scored similar to a FICO credit score. Expected Development Costs 18

19 Contact John D Antonio Practice Leader, Licensing and Competitive Intelligence Life Sciences Advisory Services jdantonio@consultparagon.com mobile: