Strategic Resource Management
戦略的リソース管理
研究開発 (R&D) の生産性・予測性・計画性を強化するためのツールと戦略
2024年10月9〜10日（EDT）
10月9日 水曜日
Registration Open12:00 pm
Unlock the Power of Change: Elevate Your Leadership Journey
Mary Lou Panzano, Founder and CEO, Panzano Enterprises LLC; former Vice President, Internal Communications, Bayer
Michelle Shogren, CEO & Owner, Innovate in What You Do!; former Senior Director of Innovation, Pharma R&D Clinical Operations, Bayer
As a forward-thinking leader, you wield the power to orchestrate transformative change within your organization. Yet, amidst the dynamic landscape of progress, do you possess the essential toolkit to navigate inevitable challenges and conflicts, ensuring collaboration prevails over escalation? Join us for an engaging session where you'll uncover not only the five critical pillars of effective change management but also strategies for adept conflict resolution. Gain invaluable insights to steer your organization towards a future of innovation, resilience, and sustainable growth. Seize this transformative opportunity to elevate your leadership prowess and drive impactful change.
Employing AI to Increase R&D Productivity
Mathilde Bryse, Head of R&D Strategy, Sanofi
Sanofi, a pharmaceutical company of 100,000+ employees that develops medicines and vaccines, began a business transformation in portfolio management, leveraging artificial intelligence (AI) as a key accelerator. As part of our business transformation, we've co-developed a decision intelligence tool called PLai that correlates >1B data points in a single source of truth, and leverages AI to make recommendations from strategy to operations. We use AI predictions to challenge our internal view on key parameters.
Refreshment Break with Exhibit Viewing2:30 pm
BREAKOUT DISSCUSSIONS (IN PERSON ONLY)
Breakout Discussions are informal, moderated discussions, allowing participants to exchange ideas and experiences and develop future collaborations around a focused topic. Each discussion will be led by a facilitator who keeps the discussion on track and the group engaged. To get the most out of this format, please come prepared to share examples from your work, be a part of a collective, problem-solving session, and participate in active idea sharing. Please visit the Breakout Discussions page on the conference website for a complete listing of topics and descriptions.
TABLE 4: Balancing Internal R&D Investments and Resources with External Collaborations
Elayne Ko, Director, Portfolio Decision Sciences, GSK
Gregory Wayne, PhD, Head, Decision Sciences Group, AbbVie, Inc.
- What analysis do you use to evaluate investments and resource planning?
- How do you prioritize resources when evaluating both internal and external projects against each other?
TABLE 5: Applicability of AI within Project Decision-Making and Portfolio Management: Where and When would AI Be Relevant and Applicable
Mathilde Bryse, Head of R&D Strategy, Sanofi
Joe Stalder, Vice President, Program Management, Zentalis Pharmaceuticals
- Where have you seen application of AI in decision making and project management?
- At what specific areas and stages is AI likely to bring significant value?What potential pitfalls and roadblocks should teams be on the lookout for?
TABLE 6: Influencing, Initiating and Executing Organizational Change Management
Stephen Cho, PhD, Senior Vice President & Head, Portfolio Strategy & Analytics, Strategy & Growth, Novartis
Paul B. Cook, PhD, Principal, Bridging Solutions, LLC
Leslie Lippard, Senior Director, Portfolio Analytics, Alnylam Pharmaceuticals
- How do you identify sources of the organizations pain points?
- How to say “no” or “not now” to all of the great ideas and proposed projects
- What are the differences between project management and change management, and how do you integrate them to deliver positive outcome to the organization?
Simplifying Portfolio and Resource Management Processes in the Age of Analytics
Michael Myers, PhD, Associate Vice President, LRL Project Management-Due Diligence, Eli Lilly and Company
There has been an increased emphasis in leveraging advanced analytics across the scientific and business worlds. Sometimes our desire to test the latest tools and algorithms may overly complicate our approach or even the ability to make decisions based on the data we are collecting. Advanced analytics techniques, when applied effectively, can be leveraged to better evaluate and prioritize projects based on strategic objectives, risk factors, and resource constraints. Join this panel to discuss the changing analytics landscape, and explore best practices and lessons learned in deploying and leveraging analytics tools in prioritizing projects and resources.
Melquiades de Jesus, Senior Director, R&D PMO Business Capabilities, Jazz Pharmaceuticals
Mathilde Bryse, Head of R&D Strategy, Sanofi
Leslie Lippard, Senior Director, Portfolio Analytics, Alnylam Pharmaceuticals
Peter Ray, Vice President, Head of Portfolio Analytics, Novartis
Close of Day4:45 pm
10月10日 木曜日
Registration and Morning Coffee8:00 am
DELIVERING ON PROGRAM & PORTFOLIO STRATEGY
Linking Portfolio Intent to Resource Deployment: Best Practices to Enhance Operational Efficiency and Effectiveness
Michael Ferrante, Executive Director, Business Analytics, Global Regulatory Affairs & Clinical Safety, Merck
Effective resource allocation is crucial for achieving organizational goals and optimizing project success. This presentation explores the strategic alignment of portfolio intent with resource allocation, emphasizing the importance of ensuring coherence between company objectives and resource distribution. By leveraging data analysis and forecasting techniques, organizations can make informed decisions to balance resource demand and capacity, thereby enhancing operational efficiency and effectiveness. Case studies and real-world examples will illustrate the positive impact of linking portfolio intent to resource deployment, showcasing how this alignment fosters project success and drives overall business growth.
Implementation of Resource/Capacity Management through Integration with Portfolio Management
Stuart Fort, Senior Director, Project Management Strategy and Capabilities, Eli Lilly and Company
Common challenges in capacity management systems involve maintaining real-time demand data while also dealing with the differing structures and needs of each function in the R&D value chain. This presentation highlights a solution that leverages an existing project and portfolio management system and layers in the resource structure in a flexible and sustainable manner, and putting real-time resource and capacity management analyses in the hands of each functional leader.
Networking Coffee Break10:15 am
Expanded Use of AI and Data Science in Resource Forecasting and Planning
Thomas De Vis, Associate Director Capacity Management, Johnson & Johnson
Sean Gallagher, Director, Capacity Management and Business Analytics, Johnson & Johnson
Embark on a journey into the future of resource forecasting and planning in pharmaceuticals and biotech with Thomas De Vis. Discover how AI and data science are revolutionizing decision-making processes and optimizing resource allocation for enhanced efficiency. Gain actionable insights into leveraging advanced analytics for strategic resource management. Join us for an engaging exploration, featuring a compelling case study from Johnson & Johnson. Don't miss this opportunity to unlock the full potential of AI-driven resource optimization in your organization.
Opportunities to Drive Value: Implementing Fit-for-Purpose Resource Forecasting Capabilities in a Dynamic Environment
Saeid (Sam) Yazdani, Principal Consultant, Yazdani Consulting; former Vice President of Portfolio & Program Management at Caribou Biosciences
We will discuss and evaluate the following questions: 1) What are the top differences between small & big pharma in resource forecasting & management? 2) What are the main value drivers in resource planning & how do they impact the business? 3) What are the significant risks in the dynamic environment we live in today? For example, the impact of the “BIOSECURE” Act is being discussed in Congress.
Michael Ferrante, Executive Director, Business Analytics, Global Regulatory Affairs & Clinical Safety, Merck
Stuart Fort, Senior Director, Project Management Strategy and Capabilities, Eli Lilly and Company
Andrea James, Senior Director, Head of Portfolio Resource Forecasting, Merck
Networking Luncheon11:50 am
RESOURCE PLANNING & FORECASTING TO SUPPORT SHIFTING PRIORITIES
Increasing Employee Efficiency Post-Portfolio Re-Prioritization and Company Transformation
Alexander Rucci, Director, Project Management, Sumitomo Pharma America
In early 2024 SMPA announced a major organizational restructuring including, a rationalization of workforce along with major changes to our biggest partnership. The Global Corporate Strategy team needed to develop new processes that track key strategic metrics across the finance, resource, and milestones spaces. This presentation will show our team's approach to this opportunity, along with a strategy to implement results.
Optimizing Resource Allocation-Approaches for Internal, External, and Regional Sourcing
Sabine Lenders, Associate Director, Capacity Management, Johnson & Johnson Innovative Medicine
This session will delve into strategies to maximize organizational efficiency through internal collaboration, strategic external partnerships, and regional considerations. Discover insights, case studies, and decision frameworks essential for executives navigating complex resource allocation challenges. Join us to unlock the potential of your resource management endeavors.
Updating Resource Management/Forecasting for in-House Studies
Jennifer Daubenspeck, PhD, Associate Director, GMPO Systems & Integration, Jazz Pharmaceuticals
Clinical trial work has traditionally been outsourced at Jazz. As we shift to supporting some studies in-house, we needed to update the resource forecasting algorithms for many roles. We worked with many stakeholders and minimal historical data to develop the new algorithms. Understating the high level of uncertainty (known unknowns and unknown unknowns), we are designing a flexible solution meant to evolve.
Close of Strategic Resource Management Conference2:30 pm
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