implementation of da projects - decision professionals
TRANSCRIPT
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Implementation of DA Projects
THREE FABLES
Stuart HarrisDir of Decision Sciences and ModelingDAAG Conference - Las Vegas, 2002
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Decision Sciences & Modeling
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Three Fables
• A Rash Decision
• When all else fails, buy the company!
• Are we going to Europe?
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Decision Sciences & Modeling
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A Rash DecisionA Rash Decision
Fable IFable I
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Decision Sciences & Modeling
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• Compound A is a top selling drug.
• Produces rash and must be dosed slowly.
• It has a major market share and will be going offpatent in the next few years.
• Currently, searching for a follow-up without rashcharacteristics.
A Rash DecisionA Rash Decision
Setting
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Decision Sciences & Modeling
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A Rash DecisionA Rash Decision
Alternative 1
• Compound B was a follow-up. Very promising andno rash problem.
• Phase II clinical trials: demonstrated an unforeseentox problem. Reformulation may correct problem.
• Delay would be costly.
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Decision Sciences & Modeling
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A Rash DecisionA Rash Decision
Alternative 2
• Compound C was the same class of drug.
• Had failed Proof-of-Concept for unrelatedindication.
• Demonstrated rash tendencies, but not for sure,and clearly not as bad as Drug A.
• Was far along in development process and delaywould not be significant.
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Decision Sciences & Modeling
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A Rash DecisionA Rash Decision
Decision Analysis
Determine if we should try to “fix” compound B and/ordo further testing of compound C.
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Decision Sciences & Modeling
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A Rash DecisionA Rash Decision
Decision Analysis
• Project team created and decision board was apprisedof the work.
• Good decision was to try to “fix” compound B.
• Better decision was to also run a small, but significant,test for rash of compound C.
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Decision Sciences & Modeling
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A Rash DecisionA Rash Decision
Implementation Results
Decision Board agreed to trying to “fix” compound Bwhich was begun immediately.
For compound C, the concept of the Value of Infor-mation was explained. An analogy was used.
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Decision Sciences & Modeling
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But if you first take a peek over the cliff, you may find aledge. The ledge guarantees immediate get away. If noledge, your run down the road will be a bit harder.
A Rash DecisionA Rash Decision
Implementation Results
You’re running from a bandit and see up ahead both apossible “get away” road as well as a cliff.
Take the road, you can keep running and, maybe,eventually get away.
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Decision Sciences & Modeling
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A week later it was vetoed by an executive VP whohad not been a member of the Decision Board.
A Rash DecisionA Rash Decision
Implementation Results
Decision Board agreed to spend the extra money tosee if compound C would really produce rash.
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Decision Sciences & Modeling
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Fable IIFable II
When all else fails, buy the company!When all else fails, buy the company!
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Decision Sciences & Modeling
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• A marketed compound was fast becoming ablockbuster.
• New additional indications could make it the biggestblockbuster of all time.
• But it was also fast approaching its patentexpiration.
• Was there a way to significantly extend its patent life?
When all else fails, buy the company!When all else fails, buy the company!
Setting
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Decision Sciences & Modeling
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When all else fails, buy the company!When all else fails, buy the company!
Alternative Courses-of-Action
• Pursue a compound in development for a relateddisorder that had a similar mechanism of action.
• Develop a metabolite though it would be yearsbehind.
• Reformulate for once-a-day.
• Joint venture with a company that had thetechnology for a once-a-day formulation.
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Decision Sciences & Modeling
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When all else fails, buy the company!When all else fails, buy the company!
Decision Analysis
Revealed that even the best strategy had a poorchance of success.
Additional ideas were generated, but were justvariations on the same themes.
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Decision Sciences & Modeling
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When all else fails, buy the company!When all else fails, buy the company!
Decision Analysis
The “value of control” showed that working out anarrangement with the company with the technologywould be the best thing to do.
The problem was that we had an unpleasant historywith them and it was unlikely they’d agree to anything.
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Decision Sciences & Modeling
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When all else fails, buy the company!When all else fails, buy the company!
Implementation Results
The team decided that NO COURSE OF ACTION WASWORTH PURSUING.
There was no possibility of working out anarrangement with the company with the once-a-daytechnology.
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Decision Sciences & Modeling
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When all else fails, buy the company!When all else fails, buy the company!
Epilogue
Three years later (one year after the GW and SBmerger) a “technology partnership” was announcedwhere GSK had a significant investment in our oldenemy!
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Decision Sciences & Modeling
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Are we going to Europe?Are we going to Europe?
Fable IIIFable III
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Decision Sciences & Modeling
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• A US product was selling beyond expectations andinto blockbuster range.
• Years before, because of safety concerns, theproduct had not received EU regulatory approval.
• But years had passed and there was no evidence ofsafety problems.
• So it seemed logical to try again for Europe.
Are we going to Europe?Are we going to Europe?
Setting
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Decision Sciences & Modeling
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Are we going to Europe?Are we going to Europe?
Decision Analysis
This was a straightforward ‘yes’ or ‘no’ decision wheresafety was believed to be the essential issue.
However, there were 27 uncertainties and a hugeamount of contention as to what to do.
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Decision Sciences & Modeling
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Are we going to Europe?Are we going to Europe?
Decision Analysis
However, the two major factors turned out to be asurprise – efficacy and dosing.
• In Europe, the bar had been raised. It was almost100% assured that efficacy could not be proven.
• Also, studies would likely demonstrate that dosingcould be reduced to get the current effects.
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Decision Sciences & Modeling
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Three years later, a new project team has beenestablished to determine if we should introduce thisblockbuster into Europe.
Are we going to Europe?Are we going to Europe?
Implementation Results
The decision was made to not attempt to enter EU aswe would probably not get approval and could lose asignificant portion of the US market.
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Decision Sciences & Modeling
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The moral to each story is...The moral to each story is...
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Decision Sciences & Modeling
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A Rash DecisionA Rash Decision
The highest level executive that is not involved in theDA will also veto its implementation.
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Decision Sciences & Modeling
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When all else fails, buy the company.When all else fails, buy the company.
Good ideas that are not implemented may persist.They’re just waiting for someone else to get the credit!
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Decision Sciences & Modeling
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Are we going to Europe?Are we going to Europe?
It doesn’t pay to worry or rejoice about implementationof a DA. Corporate memory is exceedingly short.
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Decision Sciences & Modeling
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The Real ChallengesThe Real Challenges
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Decision Sciences & Modeling
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The answer is right in front of us.The answer is right in front of us.