Mr. Ratcliffe organized an impactful medical education exchange program between Asia-Pacific and US institutions that helped GSK rapidly launch a new diabetes drug. He later led a project for Merck that identified needs and best practices for specialty healthcare across Asia, which led to organizational changes. Throughout multiple projects, Mr. Ratcliffe demonstrated strong leadership, networking, and ability to gain support across organizations.
The following 5-Star Medicare Advantage plans are recognized for "Excellence in Medicare Benefits Value & Performance"
Essence Healthcare
Kaiser Permanente
HealthPartners
Martin's Point HealthCare
Tufts Health
Pastor Elio Marrocco's "Why People Suicide And What Is The Remedy From A Biblical Standpoint" sermon at New Life Christian Church on December 6, 2013. You can learn more about New Life Christian Church here: http://www.newlifecc.ca
R&D To Commercialisation - LSX C-Suite Challenges in Life Sciences Survey 201...Covance
Learn key insights from biotech executives about their path from R&D to commercialisation in this whitepaper, part of the LSX C-Suite Challenges in Life Sciences Survey 2018 report.
A Leapfrog Need and Opportunity for mAbsAjaz Hussain
Leapfrogging on reforming mAbs policies makes sense, and doing so can be a principled duty of care.
SMART Technology, SMART Professionals, SMART Services, SMART Organization.
INTRODUCTIONThe increasing discussion about rising healthcare co.docxvrickens
INTRODUCTION
The increasing discussion about rising healthcare cost is fuelled by reports that General Motors paid more for healthcare than for steel per vehicle in 2004,1 and Starbucks paid more for health insurance than for coffee in 2005.2 The continuing rise in development costs for drugs has increased pressure on R&D organisations to contribute to higher efficiency in the overall process of coming up with new drugs.
In the last few years the industry has made significant efforts to address these challenges3 and to increase the productivity of the drug development process. Some of the initiatives have without doubt led to considerable improvements. Examples are the earlier determination of a drug's toxicology profile and early tests to investigate the suitability of a new drug candidate for oral administration or once a day dosing. The question is no longer how good we are in what we are doing but whether we are doing the right things. Further improvements of the overall process should shift from attempts of enhancing effectiveness to a greater emphasis on the efficiency of the processes applied.
In this context a lot of emphasis is put on portfolio management. In the broadest definition, portfolio management describes the process of maximising the value of R&D portfolios through proper resource allocation. This requires an alignment of portfolio management with strategic business objectives. Such objectives should not only be general (e.g., innovation) and quantitative (eg ROI or sales targets). They should also define disease areas of interest, clearly outline the remaining medical needs, and specify the indications that are considered worth pursuing. This will enable decision makers and functional R&D managers to identify projects with both strategic fit and a high value proposition. Depending on the size of the organisation, either a corporate or therapeutic area strategies need to be developed, approved, and endorsed by the entire organisation.
Value-driven project and portfolio management implies quantitative financial and risk analysis of individual projects and overall portfolios. Such analyses elucidate options for improving the value and risk structure of individual projects on the one hand and therapeutic areas or overall corporate portfolios on the other hand. They are applicable and relevant to companies of any size. Value-driven project and portfolio management is a methodology enabling the alignment of project decisions with corporate strategy and defined business objectives.
Although portfolio management has been applied in the financial industry for many years and Harry Markowitz was honoured with the Nobel Prize for outlining this concept it was only around the end of the last century that the application of value-driven portfolio management in the pharmaceutical industry was published. 4 Around the same time, an investigation across various industries provided evidence that portfolio management based on quantitative fin ...
Biotech CxO Challenges in Life Sciences Survey 2018Covance
Learn how your strategic concerns reflect the barriers C-level executives see during key stages in asset development and biotech firm leadership. Topics include: investment and IPOs, M&A and deal making, regulation and compliance, R&D and more.
CAPSTONE PAPER 1
CAPSTONE PAPER 4
Capstone Paper
Tylecia Westbrook
Walden University
MMSL 6905
Dr Marilys de Long Taylor
July 8, 2022
Capstone Paper
The research question: How do organizational leaders contribute to continuous learning, research, and development to facilitate effective change implementation?
Change has become a common issue in today's firms. Various variables are transforming the corporate world's landscape, including additional technology, acquisitions to downsizing, and other changes, all of which necessitate firms to implement change processes or risk becoming obsolete (Suh, 2021). Thus, it can be said that the change process is driven by external and internal causes, which necessitate the need to adapt to new methods of doing things. Every time a new paradigm shift occurs, organizations find themselves in an epoch of paradigm shift when a set of assumptions that had previously been regarded as the standard are no longer relevant. Since the marketplace is continually evolving, firms need to devise strategies and frameworks that may keep them on top of their game.
The success of any change in the organization is achieved when the top management is change leaders, especially the CEO that is expected to create an environment favorable to facilitate the adoption and implementation of change (Patfield et al., 2021). In this research, more focus is directed towards evaluating how the top executive management creates an environment for change by considering adopting education learning and research as the framework necessary always to prepare the employees ready to comfortable to agree and support changes.
I hope to accomplish the perspective that executive leaders should be change-oriented and open-minded, ready to bring new energy to the organization on a continuous basis by funding research, education, and learning that ensures that the employees are competitive (Swain, 2019). I target researching about the leadership qualities that the CEO has to have to deliver the best guidance to the junior staff in the organization that eases the adoption of new technology changes or any other changes and achieves success. Every change brought to an organization aims to improve processes, follow market trends, and remain relevant and competitive in the industry.
References
Patfield, S., Gore, J., & Harris, J. (2021). Shifting the focus of research on effective professional development: Insights from a case study of implementation. Journal of Educational Change. https://doi.org/10.1007/s10833-021-09446-y\
Suh, B. (2021). Workplace learning: how to build a culture of continuous employee development. The Learning Organization, 28(4), 457-459. https://doi.org/10.110 ...
The following 5-Star Medicare Advantage plans are recognized for "Excellence in Medicare Benefits Value & Performance"
Essence Healthcare
Kaiser Permanente
HealthPartners
Martin's Point HealthCare
Tufts Health
Pastor Elio Marrocco's "Why People Suicide And What Is The Remedy From A Biblical Standpoint" sermon at New Life Christian Church on December 6, 2013. You can learn more about New Life Christian Church here: http://www.newlifecc.ca
R&D To Commercialisation - LSX C-Suite Challenges in Life Sciences Survey 201...Covance
Learn key insights from biotech executives about their path from R&D to commercialisation in this whitepaper, part of the LSX C-Suite Challenges in Life Sciences Survey 2018 report.
A Leapfrog Need and Opportunity for mAbsAjaz Hussain
Leapfrogging on reforming mAbs policies makes sense, and doing so can be a principled duty of care.
SMART Technology, SMART Professionals, SMART Services, SMART Organization.
INTRODUCTIONThe increasing discussion about rising healthcare co.docxvrickens
INTRODUCTION
The increasing discussion about rising healthcare cost is fuelled by reports that General Motors paid more for healthcare than for steel per vehicle in 2004,1 and Starbucks paid more for health insurance than for coffee in 2005.2 The continuing rise in development costs for drugs has increased pressure on R&D organisations to contribute to higher efficiency in the overall process of coming up with new drugs.
In the last few years the industry has made significant efforts to address these challenges3 and to increase the productivity of the drug development process. Some of the initiatives have without doubt led to considerable improvements. Examples are the earlier determination of a drug's toxicology profile and early tests to investigate the suitability of a new drug candidate for oral administration or once a day dosing. The question is no longer how good we are in what we are doing but whether we are doing the right things. Further improvements of the overall process should shift from attempts of enhancing effectiveness to a greater emphasis on the efficiency of the processes applied.
In this context a lot of emphasis is put on portfolio management. In the broadest definition, portfolio management describes the process of maximising the value of R&D portfolios through proper resource allocation. This requires an alignment of portfolio management with strategic business objectives. Such objectives should not only be general (e.g., innovation) and quantitative (eg ROI or sales targets). They should also define disease areas of interest, clearly outline the remaining medical needs, and specify the indications that are considered worth pursuing. This will enable decision makers and functional R&D managers to identify projects with both strategic fit and a high value proposition. Depending on the size of the organisation, either a corporate or therapeutic area strategies need to be developed, approved, and endorsed by the entire organisation.
Value-driven project and portfolio management implies quantitative financial and risk analysis of individual projects and overall portfolios. Such analyses elucidate options for improving the value and risk structure of individual projects on the one hand and therapeutic areas or overall corporate portfolios on the other hand. They are applicable and relevant to companies of any size. Value-driven project and portfolio management is a methodology enabling the alignment of project decisions with corporate strategy and defined business objectives.
Although portfolio management has been applied in the financial industry for many years and Harry Markowitz was honoured with the Nobel Prize for outlining this concept it was only around the end of the last century that the application of value-driven portfolio management in the pharmaceutical industry was published. 4 Around the same time, an investigation across various industries provided evidence that portfolio management based on quantitative fin ...
Biotech CxO Challenges in Life Sciences Survey 2018Covance
Learn how your strategic concerns reflect the barriers C-level executives see during key stages in asset development and biotech firm leadership. Topics include: investment and IPOs, M&A and deal making, regulation and compliance, R&D and more.
CAPSTONE PAPER 1
CAPSTONE PAPER 4
Capstone Paper
Tylecia Westbrook
Walden University
MMSL 6905
Dr Marilys de Long Taylor
July 8, 2022
Capstone Paper
The research question: How do organizational leaders contribute to continuous learning, research, and development to facilitate effective change implementation?
Change has become a common issue in today's firms. Various variables are transforming the corporate world's landscape, including additional technology, acquisitions to downsizing, and other changes, all of which necessitate firms to implement change processes or risk becoming obsolete (Suh, 2021). Thus, it can be said that the change process is driven by external and internal causes, which necessitate the need to adapt to new methods of doing things. Every time a new paradigm shift occurs, organizations find themselves in an epoch of paradigm shift when a set of assumptions that had previously been regarded as the standard are no longer relevant. Since the marketplace is continually evolving, firms need to devise strategies and frameworks that may keep them on top of their game.
The success of any change in the organization is achieved when the top management is change leaders, especially the CEO that is expected to create an environment favorable to facilitate the adoption and implementation of change (Patfield et al., 2021). In this research, more focus is directed towards evaluating how the top executive management creates an environment for change by considering adopting education learning and research as the framework necessary always to prepare the employees ready to comfortable to agree and support changes.
I hope to accomplish the perspective that executive leaders should be change-oriented and open-minded, ready to bring new energy to the organization on a continuous basis by funding research, education, and learning that ensures that the employees are competitive (Swain, 2019). I target researching about the leadership qualities that the CEO has to have to deliver the best guidance to the junior staff in the organization that eases the adoption of new technology changes or any other changes and achieves success. Every change brought to an organization aims to improve processes, follow market trends, and remain relevant and competitive in the industry.
References
Patfield, S., Gore, J., & Harris, J. (2021). Shifting the focus of research on effective professional development: Insights from a case study of implementation. Journal of Educational Change. https://doi.org/10.1007/s10833-021-09446-y\
Suh, B. (2021). Workplace learning: how to build a culture of continuous employee development. The Learning Organization, 28(4), 457-459. https://doi.org/10.110 ...
How Pakistan Can Address the Clinical Trial Patient Recruitment Challenge - ...marcus evans Network
Ahead of the marcus evans Evolution Summit 2024 and the Evolution Europe Summit 2024, read here an interview with Dr Murtaza Hussain discussing why pharma companies should consider Pakistan for conducting clinical trials.
Tom Macek, a speaker at the marcus evans Evolution Summit 2012, on successful clinical development.
Interview with: Tom Macek, PharmD, PhD, Director, Clinical Sciences, Takeda Global Research and Development
1. [A letterof testimonyfromBarri Blauvelt,CEOInnovaraInc supportingBruce Ratcliffe resume
expertisein MarketResearchandCustomerInsights,BusinessSolutions Development, Strategic
PartnershipDevelopmentandOrganisationCapabilityDevelopment]
To whomit mayconcern:
We have knownandworkedcloselywithMr.Ratcliffe since 2000,whenwe firstcollaboratedona
majorAsiaPacific– US initiativeforGlaxoSmithKline Corporation(GSK),whichevolvedintothe GSK
Advance Program. The program was strategicallyconceivedtohelpGSKenterintorelationships
withthoughtleadersinendocrinologyanddiabetes,inanticipationof launchingamajornew
productin diabetes.
Mr. Ratcliffe organizedaninitial meetinggatheringthese leaderstogether,and we helpedto
facilitationasurveytodeterminetheirneedsforadvancingendocrinologyanddiabetesintheir
countries. There wasneveranydirectlinkage toGSK’sbrand.What ensuedwasthe mostimpactful
and innovativemedicaleducationexchangeinthe world. UnderMr. Ratcliffe’sleadership,we
organizedandconducteda seriesof unique peer-leddiabeteseducationalexchanges
(preceptorships,etc.) withthe topinstitutionsandcentersof excellence indiabetes,endocrinology,
and relatedmorbidities includingobesity,cardiovasculardisease,pancreatictransplantation,etal) in
the USA and world.
The aim wasnot for onlyforthe Asia-Pacificleaderstolearnfromtheirpeersatthese top
institutions,buttoenable these institutionstogaina deep appreciationforanddevelopresearch
and educational collaborationswiththe bestof the bestfromthe Asianregion. Whenthe company
didlaunchtheirnewdrug,it rapidlybecame the marketleader,andindeed#1performance inthe
worldforGSK. As an aside,Mr. Ratcliffe’sbossatthe time,Andrew Witty,alsogainedrecognition
for thissuccessandwenton to become CEOfor GSK (althoughinfact,he had verylittle direct
involvementinthe Advance program). Planningbeganin2000; the firstcollaborative educational
exchange beganin2002 and continuedfor6+ years.
Importantly,new,deepandlastingresearchandeducational East-Westrelationshipsdeveloped
betweenthe institutionsandthoughtleaders.Today,manyof the researchfellowsandfaculty atthe
US institutions(JohnsHopkins,MassachusettsGeneralHospital/Harvard,ClevelandClinic,Mayo
Clinic,NIHandothers) indiabetesandendocrinologynow come fromthese Asia-Pacinstitutions,
such as AsanMedical,Yonsei University,andSeoul National UniversityinKorea,National Taiwan
University,National Universityof Singapore,FirstPekingHospital andothersacrossChina,and
others,underthese leaderswhowere engagedinthe Advance program.These relationshipsalsoled
to theirinstitutions have formedmore directlinkagesfromthe top.Insome countries,“Advance”
alumni continue tomeetandfostersucheducational exchangesdirectly. (A slide presentation sent
to participatingMDs,withinformationfromthisprogram, isavailableshouldyourequire more
information).
There were otherinitiativeswe collaboratedonwithMr.Ratcliffe whileatGSK,but the nextmajor
one came whenhe movedtoMerck Corporation(a.k.a.MSD,internationally). Inhisrole asAsia
Pacificheadof SpecialtyMedicines,Mr.Ratcliffe ledthe Excellence inSpecialty
Pharmaceuticals (“ESP”) project,whichhe partneredwithInnovara. Thisprogramwasconceivedby
Mr. Ratcliffe while undergoingorientationatMerck at Global HQ (USA) in2011, and was completed
in2012.
2. Whenhe returnedto MSD AsianPacificregionlate 2011, he proposedthe ESPprojectand
proceededtogainthe full supportof the regional Presidentandgeneral managersof major
countriesinthatregion,whichinof itself wasnosmall feat.The aimof ESP wasto determine the
trends,challengesand“bestpractices”desiredof industrybyspecialistsin8differentspecialties
across the region,andstrategiesforMSD to become one of these.
There were 4 phasesof the project.
Phase 1 was the Internal Phase – to gaina baseline understandingwithinthe organizationof what
theythoughtbestpracticeswere orneededtobe,andareas for improvementrequiredbyMSD.
Phase 2 was to conductindependentresearchexternally,amongspecialistsacross8 medical fields,
in5 keycountriesthatwere diverse bothintermsof the level of sophistication,regulatorycontrol
and reimbursement/payersystems,aswell associoeconomics(S.Korea,Taiwan,Thailand,Australia
and India). (Note:The researchforthisphase wasreferredtoasESH: Excellence inSpecialty
Healthcare,todistinguishitfromsubsequentphasesof researchwiththe industryandwiththe
overall MSDproject.)
Phase 3’s aimwas to validate findingsfromPhase 2withthose companieswhowere recognizedas
“bestpractice”by the specialistsandgainadditionalinputsof theirleadershiptoinformwhatdrove
theirsuccessinspecialtyfields.
FinallyPhase 4was to share the blindedresultsbackwiththe respectiveparticipantsof the research.
Thisincluded,of course,MSD.
The culminatingpresentationof resultstoMSD by Mr. Ratcliffe andInnovarawasdone at a major
regional meetingof the company,inVietnam, whichalsoincludedintroducingthe new Presidentof
the region.He immediatelycommittedatthatmeetingtocarry forwardon these
recommendations. (Itshouldbe notedthatthisincomingPresidentalsowasone of the participants
inPhase 1 of the study,while atglobal HQ.)
Resultsof thisstudywere a majoreye openerforMSD, andsignaledthe needforbothimmediate
and longertermorganizational andoperational changes,new strategiccommercial andmedical
directions,andredistributionandreprioritizationof resourcesaccordingly.
Interestingly,the resultsalsohadaglobal ripple effect.Theywere presentedbyMr. Ratcliffe and
Innovarato executivemanagementatthe corporate level atGlobal HQ,withthe realizationthatthe
needsidentifiedbyspecialistsandsuccessfulstrategiesof leaderswithinthe AsiaPacificregionwere
infact largelyuniversal. Merck/MSDcontinuestoworkon these recommendationsacrossthe
regiontoday.
Throughout,Mr. Ratcliffe wasintimatelyinvolvedinleading,guidingandanalyzingresults,and
communicatingeachstepof the wayto MSD executivesand leadershipnotonlyinthe AsiaPacific
region,butalsoat global corporate levels. Havingworkedextremelycloselywithhimthroughout,
my teamcan attestto hisleadershipandabilitytonetworkand“workthe system”andpoliticsthat
can be the death knell of suchprojectsif nothandledinthe mostdiplomaticandinclusive
way. Equallyimportant,the specialistswere veryappreciative of oursharingthe resultsof the study
back withthem– thisis rarelyif everdone byresearchorganizationsandaddedtothe transparency
and credibilityof the effort.A presentationthatwassharedbackwiththe medical thought
leaders/specialistswhoparticipatedinthe study isavailableshouldyourequire additional
informationandadraft white papersummarising the projectisattachedforreference.
3. Feel free tocontact me for furtherrecommendationorinformation.
Most sincerely,
Barri
Barri M. Blauvelt
CEO, Innovara,Inc.
AdjunctFaculty,Institute forGlobal Health,U.of Massachusetts
StudyDirector,International andNationalPrioritiesforLiverCancerControl,JohnsHopkins
BloombergSchool of PublicHealth
Co-founderandmember,Executive Committee,EthnicResearchInitiativeinCancer
(www.ericancer.org)
Member,(US) President'sCancerPanel (2009- 2010, withreportissuedin2011)
Chair,WomeninHigh Places:Leadingthe Global Challenge of Medicine
105 Middle St.
Hadley,Mass.01035 USA
Office Tel:1-413-387-6188
Mobile:1-413-687-3901
SKYPE: barri.blauvelt
Twitter:twitter.com/barriblauvelt
barri.blauvelt@innovara.com
Assistant:Adri Bekker(adri.bekker@innovara.com)
Twitter:twitter.com/barriblauvelt
SKYPE: barri.blauvelt
ALSO VISIT INNOVARAON:
LinkedIn - https://www.linkedin.com/company/innovara-inc.
Twitter- https://twitter.com/innovara
Facebook – https://www.facebook.com/InnovaraInc
YouTube - http://www.youtube.com/user/innovaravideos
IMPORTANTNOTICE:This e-mail,includinganyattachments,maycontainprivileged,confidential,
and/orproprietaryinformation,andisintendedonlytobe seenandusedbythe named
addressee(s).If youare notthe intendedrecipientof thise-mail,youare notifiedthatany
discussion,distributionorcopyingof thise-mail,andanyattachments,isstrictlyprohibited.If you
have receivedthise-mail inerror,pleasenotifythe senderimmediately,andpermanentlydeletethe
original andanycopiesof the e-mail,anyattachments,andanyprintoutwithoutreading,
distributingorcopyingthem.Innovara,Inc.reservesthe righttomonitorall e-mail communications
throughitsinternal andexternal networks.Thankyou.