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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
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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
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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
Page 3* USA/Canada: Bayer HealthCare Pharmaceuticals
AnimalHealth
ConsumerCare
MedicalCare
BayerScheringPharma*
ConsumerHealthConsumerHealth
SpecialtyPharmaceuticalsSpecialtyPharmaceuticals
Bayer HealthCare – Divisions
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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
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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
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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
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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
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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
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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
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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
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InnovativePartnership models -
www.grants4targets.com
Next Deadline September 30, 2010 !!
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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
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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
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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
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Innovative
Partnership and Col-
laboration models
Professional alliancemanagement
Fostering collaborative
skills and mindset
Innovation Sourcing Strategy-
from know-how transfer ot know-how interchange
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Causes of alliances failures
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Professional Alliance Management – RESOLVEmodel - KSFs for collaborations in drug discovery
Lessl & DouglasWissenschaftsmanagement2, 2010
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Innovative
Partnership and Col-
laboration models
Professional
alliance
management
Fostering collaborativeskills and mindset
Innovation Sourcing Strategy-
from know-how transfer ot know-how interchange
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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
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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
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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
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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.