collaborations between pharma industry and academia as drivers...

Collaborations between pharma industry and academia as

drivers for innovations

Dr. Monika Lessl

Director Alliance Management Global Drug Discovery

Bayer Schering Pharma Berlin, Germany

Deutsch - Brasilianische Wirtschaftstage München 1. Juni 2010

Overview

� Bayer and Bayer Schering Pharma in Brazil

� How to foster Innovation – the translation of ideas into products

Our approach

- Innovation Sourcing Strategy

- Innovative collaboration- and partnership models

- Professional alliance management

- Fostering collaborative skills and mindset

� Summary

Corporate Center

Bayer AG

Service CompaniesSubgroups

Group Management Board

Holding company

Bayer BusinessServices

Bayer Technology Services

Bayer HealthCare

Bayer CropScience

Bayer MaterialScience

Currenta

Bayer AG – Group Structure

* USA/Canada: Bayer HealthCare Pharmaceuticals

AnimalHealth

ConsumerCare

MedicalCare

BayerScheringPharma*

ConsumerHealthConsumerHealth

SpecialtyPharmaceuticalsSpecialtyPharmaceuticals

Bayer HealthCare – Divisions

São Paulo: 50 yearsHQ: 36 years + HealthCare Production: 50 years + Technical Laboratory MaterialScience

Porto Alegre: 23 yearsProduction and Development CenterHealthCare

Belford Roxo: 51 yearsMaterialScience Production+ CropSciencePaulínia: 7 years

Development Center CropScience

Bayer Brazil: high commitment and long historyBayer Brazil: high commitment and long history

3. 500 employees

Bayer HealthCare- Global Pharmacovigilance- International Clinical Trials

Key roles for the success in Brazil and Key roles for the success in Brazil and

in the worldin the world

• Management of CropScience and MaterialScience businesses from Brazil to the entire Latin America region

• Worldwide center of Pharmacovigilance for Bayer HealthCare

• 2009-10, 70 new professionals were hired for the area expansion

• Key role in the medicines/R&D

• IT Service Support for Latin America region

Brazil is the development pole in Latin America

Bayer Schering Pharma built a Global

Pharmacovigilance Center in Sao Paulo

� Qualified staff /talent pool available

� Low attrition

� Proven PV expertise, quality and compliance

� Relevant Regulatory Authority in Brazil

� Strong support by local management

� Good IT infrastructure

� Available space

� Very good reputation of Bayer

The team has defined its mission,

vision and values:

Vision“To be a high performance Centre of Excellence in Pharmacological Surveillance, becoming local and global reference in an inclusive and stimulating environment.”

The team in Sao Paulo displays a strong will to

achieve and exceed goals

October 2009, celebration with GPV team, local and global management

Overview

� Bayer and Bayer Schering Pharma in Brazil

� How to foster Innovation – the translation of ideas into products

Our approach

- Innovation Sourcing Strategy

- Innovative collaboration- and partnership models

- Professional alliance management

- Fostering collaborative skills and mindset

� Summary

Innovation Sourcing Strategy-from technology transfer to know-how interchange

� Strategic focus on alliances and collaborations which will generate

innovation by

- fostering „real“ partnerships with academic institutes, research

organisations and biotech companies- creating mutual benefit for both partners by complementing expertise

and skills- fostering know-how interchange instead of one-dimensional know-

how transfer by

Innovative Partnership and Col-laboration models

Professional

alliance

management

Fostering collaborative

skills and mindset

Innovative partnership models –our „Grants4Targets“ Initiative

Background

� Numerous targets exist, but are „invisible“ for us

� The knowledge outside > inside

Idea

� Join forces with academia and biotech start ups to translate innovative

targets into drugs

� Provision of bridging grants to evaluate and validate novel targets –

„Grants 4 targets“

Approach

� Easily accessible Internet site and submission tool

� Low bureaucratic burden for both partners

� Clear communication on „needs“- what are we looking for ?

� Fast processing of requests

Preclinical Phase IIPhase ILead

GenerationTarget

Discovery

LeadOptimi-zation

InnovativePartnership models -

www.grants4targets.com

Next Deadline September 30, 2010 !!

Grants4targets – innovative process –short timelines

Submission of

proposal by

PI via G4T website

Scientific

evaluation by

BSP scientists

Grant

decision by G4T

committee

if Noprovide information

to PI quickly

if Yes

Send out

grant approval

letter

Nominate

BSP scientist as

internal project

champion

and contact

Project

start

8 weeks after submission deadline

Novel partnership models: Strategic alliance Bayer Healthcare and German Cancer Research Center

bench bedside

translating clinical information into basic research

translating basic research into application

NCT Heidelberg

bench bedside

translating clinical information into basic research

translating basic research into application

NCT Heidelberg

� Largest biomedical research center on oncology in Germany

� Collaboration along the entire drug discovery and development value chain

� Novel risk and reward sharing approach to collaborate

� Joint financing (1 mio€/year/partner) and selection of projects (9 Joint Projects)

� An ideal partnership due to high strategic fit and complementary competencies

From technology transferto know -how interchange

� Technology Transfer

IP is created at universities → small percentage out of the total IP generated

technology transfer (licencing) to industry

� Know- how interchange

Academia

→ generate joint IP →

Industry Alliance

increase

value

proposition of

IP by continued

collaboration

increase

value

proposition of

IP by continued

collaboration

Innovative

Partnership and Col-

laboration models

Professional alliancemanagement

Fostering collaborative

skills and mindset

Innovation Sourcing Strategy-

from know-how transfer ot know-how interchange

Causes of alliances failures

Professional Alliance Management – RESOLVEmodel - KSFs for collaborations in drug discovery

Lessl & DouglasWissenschaftsmanagement2, 2010

Innovative

Partnership and Col-

laboration models

Professional

alliance

management

Fostering collaborativeskills and mindset

Innovation Sourcing Strategy-

from know-how transfer ot know-how interchange

Most importantskills for collaborationand alliancemanagement out of askill set of 67 skills andcompetencies(Lominger‘s LeadershipArchitecture Libray)

Lessl, 2010

Fostering Collaborative Skills and mindset-analysis of Core skills for alliance management

Fostering Collaborative Skills and Mindset

� Analysis of Core Competencies for Alliance and collaboration management

revealed 10 Core Competencies which can be categorized in 4 main areas

Conflict management- Conflict management

- Problem Solving

Relationship management- Peer relationships

- Negotiating

- Directing others

- Integrity and Trust

Positioning skills- Organisational agility

- Innovation management

Cross Cultural Skills- Managing Diversity

- Cross cultural Sensitivity

Initiation of tailored trainings to foster collaborative skillsand comptencies

Summary

� Brazil is the development pole for Latin America and offers access to a talent pool of highly qualified people providing the basis for innovation

� Partnerships with universities, research institutes and biotech companies are key to address future challenges in innovative drug discovery

� New models are needed to promote flexibility, openness and know-how interchange as a basis to generate value from collaborative efforts

� To promote collaborations between industry and academia professional alliance management has been implemented on both sides taking into account key success factors summarized in the RESOLVE model

� The ability to identify partners with complementary skills, expertise and objectives (strategic fit) is key for successful partnerships

� Generation of value from collaborative efforts requires appropriate skills and competencies in addition to scientific expertise

Forward-Looking Statements

This presentation may contain forward-looking statements based

on current assumptions and forecasts made by Bayer Group or

subgroup management.

Various known and unknown risks, uncertainties and other

factors could lead to material differences between the actual

future results, financial situation, development or performance of

the company and the estimates given here. These factors

include those discussed in Bayer’s public reports which are

available on the Bayer website at www.bayer.com.

The company assumes no liability whatsoever to update these

forward-looking statements or to conform them to future events

or developments.

collaborations between pharma industry and academia as drivers...

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