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<?xml version="1.0" encoding="UTF-8"?><rss version="2.0" xmlns:content="http://purl.org/rss/1.0/modules/content/" xmlns:wfw="http://wellformedweb.org/CommentAPI/" xmlns:dc="http://purl.org/dc/elements/1.1/" xmlns:atom="http://www.w3.org/2005/Atom" xmlns:sy="http://purl.org/rss/1.0/modules/syndication/" xmlns:slash="http://purl.org/rss/1.0/modules/slash/" xmlns:media="http://search.yahoo.com/mrss/" > <channel> <title>International Biopharmaceutical Industry</title> <atom:link href="https://international-biopharma.com/feed/" rel="self" type="application/rss+xml" /> <link>https://international-biopharma.com</link> <description>Supporting Modern Science Through Communication</description> <lastBuildDate>Thu, 03 Jul 2025 13:09:11 +0000</lastBuildDate> <language>en-GB</language> <sy:updatePeriod> hourly </sy:updatePeriod> <sy:updateFrequency> 1 </sy:updateFrequency> <generator>https://wordpress.org/?v=6.8.1</generator> <image> <url>https://international-biopharma.com/wp-content/uploads/2021/03/IBI-150x150.jpg</url> <title>International Biopharmaceutical Industry</title> <link>https://international-biopharma.com</link> <width>32</width> <height>32</height></image> <item> <title>🔬 Join Us at Drug Discovery 2025 – A Free Festival of Life Science! </title> <link>https://international-biopharma.com/%f0%9f%94%ac-join-us-at-drug-discovery-2025-a-free-festival-of-life-science/</link> <dc:creator><![CDATA[chloe]]></dc:creator> <pubDate>Thu, 03 Jul 2025 13:09:09 +0000</pubDate> <category><![CDATA[Events]]></category> <guid isPermaLink="false">https://international-biopharma.com/?p=17638</guid> <description><![CDATA[We’re excited to invite our community to Drug Discovery 2025, Europe’s leading drug discovery conference, returning to Liverpool, 21–22 October 2025. Hosted by ELRIG, this free-to-attend, open-access event welcomes over 3,000 delegates, 200+ exhibitors, and 150+ talks across 14 scientific tracks—from advanced automation and chemical biology to AI‑driven therapies and sustainable drug development  Why you should attend: This is a rare opportunity to dive into […]]]></description> <content:encoded><![CDATA[<p>We’re excited to invite our community to <strong>Drug Discovery 2025</strong>, Europe’s leading drug discovery conference, returning to <strong>Liverpool</strong>, <strong>21–22 October 2025</strong>. Hosted by ELRIG, this <strong>free-to-attend</strong>, open-access event welcomes over <strong>3,000 delegates</strong>, <strong>200+ exhibitors</strong>, and <strong>150+ talks</strong> across <strong>14 scientific tracks</strong>—from advanced automation and chemical biology to AI‑driven therapies and sustainable drug development </p> <p><strong>Why you should attend:</strong></p> <ul class="wp-block-list"><li>Explore cutting-edge research with keynote speakers <strong>Prof Heather Pinkett</strong> (Northwestern University) and <strong>Dr Dafydd Owen</strong> (Pfizer) and many more</li> <li>Discover the latest in robotics, neuro‑degeneration, omics, AI, and green pharmaceutical practices</li> <li>Connect with global industry leaders in the <strong>Exhibition Hall</strong>, <strong>Breakthrough Zone</strong>, and <strong>Tech Theatre</strong></li> <li>Engage with early‑career professionals through dedicated networking events and awards</li></ul> <p>This is a rare opportunity to dive into the future of drug discovery—completely free. Whether you’re in pharma, biotech, academia, or the supplier community, this event offers invaluable insights and connections.</p> <p><strong><img src="https://s.w.org/images/core/emoji/15.1.0/72x72/1f4c5.png" alt="📅" class="wp-smiley" style="height: 1em; max-height: 1em;" /> 21–22 October 2025</strong></p> <p><strong><img src="https://s.w.org/images/core/emoji/15.1.0/72x72/1f4cd.png" alt="📍" class="wp-smiley" style="height: 1em; max-height: 1em;" /> ACC Liverpool, UK</strong></p> <p><strong><img src="https://s.w.org/images/core/emoji/15.1.0/72x72/1f39f.png" alt="🎟" class="wp-smiley" style="height: 1em; max-height: 1em;" /> Free to attend – Secure your spot now!</strong></p> <p></p>]]></content:encoded> </item> <item> <title>Lightcast</title> <link>https://international-biopharma.com/lightcast/</link> <dc:creator><![CDATA[chloe]]></dc:creator> <pubDate>Wed, 25 Jun 2025 13:37:40 +0000</pubDate> <category><![CDATA[E-M]]></category> <category><![CDATA[Company Profile]]></category> <guid isPermaLink="false">https://international-biopharma.com/?p=17633</guid> <description><![CDATA[At Lightcast we are enabling scientists to gain a deeper understanding of human health and disease at the cellular level. Our technology enables the direct, precise interrogation of single cell heterogeneity, interactions and functional behaviours with a level of flexibility and scale that was previously inaccessible. Across a broad range of disciplines from basic and […]]]></description> <content:encoded><![CDATA[<p>At Lightcast we are enabling scientists to gain a deeper understanding of human health and disease at the cellular level. Our technology enables the direct, precise interrogation of single cell heterogeneity, interactions and functional behaviours with a level of flexibility and scale that was previously inaccessible. Across a broad range of disciplines from basic and translational research to drug discovery, we provide the freedom to accelerate discovery and apply novel biological insights. </p> <p></p>]]></content:encoded> </item> <item> <title>Launch of New Total-Body Scanner Extends UK’s World-Class Imaging Platform to Scotland</title> <link>https://international-biopharma.com/launch-of-new-total-body-scanner-extends-uks-world-class-imaging-platform-to-scotland/</link> <dc:creator><![CDATA[chloe]]></dc:creator> <pubDate>Wed, 25 Jun 2025 07:35:41 +0000</pubDate> <category><![CDATA[news]]></category> <guid isPermaLink="false">https://international-biopharma.com/?p=17628</guid> <description><![CDATA[Revolutionary network of national scanners accelerates diagnosis and drug development to deliver patient benefit Scotland’s first total-body scanner is now operational at the Royal Infirmary of Edinburgh. It is co-managed by the Universities of Edinburgh and Glasgow, delivered by the National PET Imaging Platform (NPIP), and run by UKRI’s Medical Research Council, Innovate UK and Medicines Discovery Catapult. NPIP is funded by a £32m investment […]]]></description> <content:encoded><![CDATA[<p><strong><em>Revolutionary network of national scanners accelerates diagnosis and drug development to deliver patient benefit</em></strong></p> <ul class="wp-block-list"><li>Total-body PET (Positron Emission Tomography) scanners are up to <a href="https://pubmed.ncbi.nlm.nih.gov/28935835/" target="_blank" rel="noreferrer noopener">40 times more sensitive</a>, up to <a href="https://www.mdpi.com/2075-4418/12/2/426" target="_blank" rel="noreferrer noopener">10 times faster</a> and can scan 50% more patients per day than existing machines</li> <li>The National PET Imaging Platform (NPIP) is a national imaging technology network which delivers this critical clinical infrastructure of scanners and allows clinicians, industry and researchers to collaborate on an international scale</li> <li>NPIP’s scanner network speeds up patient diagnosis, treatment and clinical trials</li> <li>The UK is driving global adoption of this game-changing technology</li></ul> <p>Scotland’s first total-body scanner is now operational at the Royal Infirmary of Edinburgh. It is co-managed by the Universities of <a href="https://www.ed.ac.uk/" target="_blank" rel="noreferrer noopener">Edinburgh</a> and <a href="https://www.gla.ac.uk/" target="_blank" rel="noreferrer noopener">Glasgow</a>, delivered by the <a href="https://npip.org.uk/" target="_blank" rel="noreferrer noopener">National PET Imaging Platform</a> (NPIP), and run by UKRI’s <a href="https://www.ukri.org/councils/mrc/" target="_blank" rel="noreferrer noopener">Medical Research Council</a>, <a href="https://www.ukri.org/councils/innovate-uk/" target="_blank" rel="noreferrer noopener">Innovate UK</a> and <a href="https://md.catapult.org.uk/" target="_blank" rel="noreferrer noopener">Medicines Discovery Catapult</a>. NPIP is funded by a £32m investment from <a href="https://www.ukri.org/what-we-do/creating-world-class-research-and-innovation-infrastructure/funded-infrastructure-projects/" target="_blank" rel="noreferrer noopener">the UKRI Infrastructure Fund.</a></p> <p>The UK is driving the adoption of this game-changing technology through NPIP, which is a strategic concentration of clinical capability that attracts industry investment. It also establishes a platform for the development of new precision radiopharmaceuticals: an area in which the UK can regain a world-leading position.<br><br>This expanded national network improves patient care in Scotland by adding further diagnostic capacity and enhancing cancer, cardiovascular, neurological and inflammatory disease diagnosis and treatment. It also attracts industry to trial their newest drugs in the region and inventors to develop and test world-class AI and diagnostics tools. These objectives align closely with the UK government’s Industrial Strategy and Life Sciences Sector Plan.</p> <p><strong>John Cowan, a patient at the Royal Infirmary of Edinburgh, commented on his experience of the total-body PET scanner: </strong>“After coming into hospital with a stroke, the doctors could not tell me what had caused my stroke which was worrying for me. I seized the opportunity to volunteer to take part in a research project using the very latest total-body PET scanner and it was able to pinpoint exactly what had caused my stroke, where the blood clot had come from and what treatment I needed. I am delighted that this scan has given me peace of mind and ensured that I am on the right treatment.”</p> <p><strong>UK Science Minister, Lord Vallance, said: </strong>“Many of the great medical discoveries of the last century have roots in Scotland.</p> <p>“Edinburgh’s new total body scanner will help more patients to live longer, healthier lives through earlier detection, faster diagnoses and more effective treatment in complex illnesses like cancer, dementia and heart disease for years to come. Backing our top researchers with cutting edge technology will be key to the next medical breakthroughs that improve lives and drive the economic growth at the heart of the UK Government’s Plan for Change.”</p> <p><strong>Celebrating the launch, Professor Chris Molloy, Chief Executive of Medicines Discovery Catapult, said:</strong> “The national platform we have created allows the combined power of technology and data to be harnessed, attracting industry to test their new treatments here in the UK for the benefit of our patients and our economy. It shows what’s possible when strategic public funding, clinical expertise, industry knowledge and academic excellence come together around a shared national purpose.</p> <p>“These revolutionary scanners help save lives and create large-scale capability for radiopharmaceuticals and AI-enabling datasets.”</p> <p><strong>Dr Juliana Maynard, Director of Operations and Engagement, NPIP, said: </strong>“We see the NPIP network as<strong> </strong>both<strong> </strong>Critical and Clinical National Infrastructure; a connected nationwide network for data sharing, discovery and innovation we could only dream of a decade ago. Using these total-body PET scanners, we can observe disease in real time, across the entire body and now, throughout the entire country. That’s game-changing for drug discovery and treatment in the UK and, more importantly, for how quickly patients can benefit from it.</p> <p>“Researchers will gain access to vastly improved clinical data, not only by tapping into the network for their own trials, but from every study connected to the platform. This will create an unprecedented level of collaboration in imaging, putting the UK on the world map as a centre of excellence.”</p> <p><strong>Glenn Wells, Deputy Executive Chair of the Medical Research Council (MRC), part of UKRI, said: </strong>“UKRI’s Infrastructure Fund plays a pivotal role in enabling researchers and innovators across the UK to access world-class facilities and equipment that drive meaningful advances in healthcare.</p> <p>“The National PET Imaging Platform will unite the clinical imaging community across the UK through a network of cutting-edge total body PET scanners. These scanners deliver enhanced speed, diagnostic accuracy, patient comfort, and accessibility. The platform will foster deeper collaboration between academia, industry, and clinical practice, and will support research across a broad spectrum of scientific disciplines, including those that have been historically underserved, such as endometriosis.”</p> <p><strong>Scottish Secretary, Ian Murray, said: </strong>“Scotland’s first total-body scanner becoming operational at the Royal Infirmary of Edinburgh is a game changer for patients and our world leading medical research sector. Funded by the UK Government, this scanner will help save lives by enabling earlier disease detection. It will also provide for a better patient experience and give our experts new insights into drug development. </p> <p>“Scotland’s life sciences sector is a core strand of the UK Government’s 10-year Industrial Strategy launched this week to improve people’s lives and grow the economy as part of our Plan for Change.”</p> <p>To learn more about NPIP, explore collaboration opportunities, or follow project developments, visit <a href="https://www.npip.org.uk/" target="_blank" rel="noreferrer noopener">www.npip.org.uk</a>.</p>]]></content:encoded> </item> <item> <title>Cutting-Edge Innovation Steals Spotlight on London Biotechnology Show 2025 Exhibition Floor</title> <link>https://international-biopharma.com/cutting-edge-innovation-steals-spotlight-on-london-biotechnology-show-2025-exhibition-floor/</link> <dc:creator><![CDATA[chloe]]></dc:creator> <pubDate>Mon, 23 Jun 2025 08:27:38 +0000</pubDate> <category><![CDATA[news]]></category> <guid isPermaLink="false">https://international-biopharma.com/?p=17625</guid> <description><![CDATA[The London Biotechnology Show 2025 exhibition floor was a vibrant epicenter of innovation, featuring nearly 100 exhibiting companies representing the entire biotechnology value chain—from laboratory equipment and health tech to compliance and logistics. Leaders such as Thermo Fisher Scientific, Merck, Symbiotica Therapeutics, Discovery Park, and Haier Biomedical UK showcased next-gen technologies and platforms. The dedicated […]]]></description> <content:encoded><![CDATA[<p>The London Biotechnology Show 2025 exhibition floor was a vibrant epicenter of innovation, featuring nearly 100 exhibiting companies representing the entire biotechnology value chain—from laboratory equipment and health tech to compliance and logistics.</p> <p>Leaders such as Thermo Fisher Scientific, Merck, Symbiotica Therapeutics, Discovery Park, and Haier Biomedical UK showcased next-gen technologies and platforms. The dedicated Startup & Innovation Zone was buzzing, with emerging companies like GutSee Health and Apeikon Therapeutics displaying novel diagnostics, delivery systems, and smart therapeutic tools.</p> <p>In parallel, the two-day conference engaged renowned speakers across five content-rich tracks. Highlights included:</p> <ul class="wp-block-list"><li>A keynote from Mr. Chris Johnson on cybersecurity and innovation<br></li> <li>A panel on AI/ML in diagnostics featuring Novo Nordisk and Microsoft<br></li> <li>Strategic talks on digital health, biomedical engineering, and regenerative medicine led by experts from CGT Catapult, Pfizer, NHS GCC, and more.<br></li></ul> <p>The BioBridge London business matchmaking programme elevated engagement further, hosting 140+ focused meetings between buyers and solution providers including AstraZeneca, Quell Therapeutics, and LifeArc. This initiative translated networking into meaningful business outcomes, helping companies explore partnerships aligned to specific business objectives.</p> <p>The show also featured the Discovery Park Startup Showcase, a high-energy platform where biotech entrepreneurs pitched ideas, engaged with investors, and gained feedback in live Dragon’s Den–style sessions. Fireside chats on what makes a founder successful brought valuable insights for both budding and seasoned innovators.</p> <p>The combination of live product demos, commercial matchmaking, and thought-leadership panels made the exhibition floor the true heartbeat of London Biotechnology Show 2025.</p> <p></p>]]></content:encoded> </item> <item> <title>Symbiosis Expands Global Reach with Key Appointment of Angelika Rublack as Senior Business Development Manager</title> <link>https://international-biopharma.com/symbiosis-expands-global-reach-with-key-appointment-of-angelika-rublack-as-senior-business-development-manager/</link> <dc:creator><![CDATA[chloe]]></dc:creator> <pubDate>Fri, 13 Jun 2025 09:26:53 +0000</pubDate> <category><![CDATA[news]]></category> <guid isPermaLink="false">https://international-biopharma.com/?p=17619</guid> <description><![CDATA[Stirling, UK – 13th June 2025 – Symbiosis Pharmaceutical Services (Symbiosis), a global contract manufacturing organisation (CMO) specialising in sterile manufacture of injectable drug products, has appointed Angelika Rublack as Senior Business Development Manager to support its expanding global client base and drive growth across several territories. With 25 years of international sales and key account […]]]></description> <content:encoded><![CDATA[<p><strong>Stirling, UK – 13th June 2025</strong> – Symbiosis Pharmaceutical Services (Symbiosis), a global contract manufacturing organisation (CMO) specialising in sterile manufacture of injectable drug products, has appointed Angelika Rublack as Senior Business Development Manager to support its expanding global client base and drive growth across several territories.</p> <p>With 25 years of international sales and key account experience, the last 16 of which have been in the pharmaceutical industry, Angelika brings an extensive knowledge of sterile manufacturing and commercial fill-finish services. </p> <p>She joins Symbiosis from global CDMO Siegfried, holding a range of senior commercial roles including Senior Business Development Manager and Head of Sales Office.</p> <p>Based in Germany, Angelika will play a pivotal role in expanding Symbiosis’ presence across the EU, US and APAC territories, identifying new project opportunities and fostering long-term partnerships within the biopharmaceutical market. Her appointment underscores Symbiosis’ commitment to client-centric growth worldwide.</p> <p>“I was drawn to Symbiosis because of the company’s clear dedication to meeting customer needs with passion, agility and transparency,” said Angelika.</p> <p>“Their culture of collaboration, strategic focus and customer-first mindset aligns perfectly with my experience and values. I’m excited to bring new partnerships to the business and becoming an integral part of Symbiosis’ continued success.”</p> <p>In her role, Angelika will focus on identifying and securing new project opportunities and nurturing client relationships, leveraging her deep knowledge of complex stakeholder environments and her extensive experience in collaborative, cross-functional client engagement.</p> <p>“Angelika brings invaluable expertise in sterile manufacturing and commercial fill/finish, and a proven track record of fostering trusted relationships across the biopharma sector,” said Colin MacKay, CEO of Symbiosis. “Her appointment enhances our business development capabilities across Europe as we continue to grow our international client base.”</p> <p>Angelika joins the company at a time of accelerating demand for flexible, responsive CMO partnerships. Symbiosis’ ability to offer rapid access to GMP sterile manufacturing slots and a reputation for first-class client services, positions the company as a preferred partner for biopharmaceutical companies bringing life-saving therapies to market.</p>]]></content:encoded> </item> <item> <title>Exit Strategy: Biopharma Pros Look Outside Industry—and US</title> <link>https://international-biopharma.com/exit-strategy-biopharma-pros-look-outside-industry-and-us/</link> <dc:creator><![CDATA[chloe]]></dc:creator> <pubDate>Wed, 04 Jun 2025 09:24:45 +0000</pubDate> <category><![CDATA[news]]></category> <guid isPermaLink="false">https://international-biopharma.com/?p=17608</guid> <description><![CDATA[A BioSpace survey found that 56% of employed and 81% of unemployed respondents are considering jobs outside biopharma. Some are also seriously thinking about leaving the U.S. to find employment in the field. Although it’s too soon to say whether a biopharma talent exodus will occur, over half of biotech and pharma professionals are considering jobs outside […]]]></description> <content:encoded><![CDATA[<h2 class="wp-block-heading">A <em>BioSpace</em> survey found that 56% of employed and 81% of unemployed respondents are considering jobs outside biopharma. Some are also seriously thinking about leaving the U.S. to find employment in the field.</h2> <p>Although it’s too soon to say whether a biopharma talent exodus will occur, over half of biotech and pharma professionals are considering jobs outside the industry, based on a <em>BioSpace</em> survey this month. Some are even thinking about leaving the country to find employment in their field.</p> <p>The survey found that 56% of employed and 81% of unemployed respondents are considering roles outside of biopharma. Those numbers shifted from data reported in a July 2024 <em>BioSpace</em> Job Market Trends report. At that time, 59% of employed and 76% of unemployed respondents were considering positions in other fields. </p> <p>This month’s survey also found that less than half of participants are seriously considering leaving the U.S. to find biopharma employment. Those who are unemployed are more likely to entertain that option.<a href="https://www.biospace.com/job-trends/exit-strategy-biopharma-pros-look-outside-industry-and-us#image-260000" target="_blank" rel="noopener"></a></p> <p>Bryan Blair, vice president of life sciences at talent solutions firm GQR, has heard similar feedback from job candidates. He told <em>BioSpace</em> that during the past 12 months, about 7% of those he spoke to on intake calls asked about switching industries or working abroad—a 340-fold jump over a four-year period.</p> <p>From an employer perspective, Tim Scott, president and CEO of life sciences trade association Biocom California, told <em>BioSpace</em> companies haven’t expressed to him concern that employees are considering leaving biopharma or the U.S. The bigger focus, he said, has been how President Donald Trump’s administration is affecting the industry on issues such as National Institutes of Health funding costs and most favoured nation drug pricing.</p> <p>“The brain drain has been further down the list,” Scott said, “but it’s certainly something that is on people’s radar.”</p> <h2 class="wp-block-heading">Layoffs, Job Market Among Reasons Some Consider Change</h2> <p>Nearly 80 <em>BioSpace</em> survey respondents shared their thoughts about potentially taking jobs outside the industry or exiting the U.S. to find biopharma employment. Not surprisingly, concerns about layoffs, the job market and the political climate were common themes.</p> <p>For example, one unemployed respondent commented, “I’m considering jobs outside of biopharma because I have to. At the start of 2024, I had just finished my graduate training and thought my career was just getting started. Last year was tough just to get a phone call, 2025 feels worse based on open entry-level listings. Fewer salaried jobs, more contracts, and even more specific job descriptions. I’m born and raised in the U.S but the political climate is getting uncomfortable. How’s the weather in Europe?”</p> <p>Some survey respondents expressed disillusionment with the industry. One unemployed participant commented that for all the talk in biopharma about saving lives, at the end of the day, too many companies folded or laid off employees, and too many drugs and therapies never made it.</p> <p>“We didn’t do much saving of lives and now we’re out of work,” they wrote. “It’s time to just find work in industries where we’re not hurting anyone and try to be happy with that.”</p> <p>Similar comments included:</p> <ul class="wp-block-list"><li>“Did not spend 20+ years in school to be treated like a disposable wipe, working in another country may be an opportunity to do real good instead of fighting to keep my job.”</li> <li>“I got into this industry to make a difference in the lives of patients, but I feel it’s not worth it anymore. I have worked in this space for over 10 years, and the job situation is so bad. People are either unemployed for the long term or underemployed with low salaries and extra stress with companies not hiring enough staff.”</li></ul> <p>Not every survey respondent who’s considering jobs outside biopharma was pessimistic.</p> <p>“I am considering a shift in my career due to the limited opportunities and the challenging job market to redefine my career path on my own terms,” wrote one unemployed participant. “While it feels daunting, I think change often leads to growth. I am trying to embrace this opportunity with optimism and patience, knowing that my skills and experience can pave the way to new and exciting possibilities.”</p> <h2 class="wp-block-heading">Postdocs, H-1B Workers’ Futures Among Industry Concerns</h2> <p>When it comes to the biopharma talent situation, Scott said his concern is at the university level, where funding cuts mean that some postdocs need to find work elsewhere. He noted that although there are tens of thousands of open roles on Biocom California’s career hub website, job volume isn’t the only factor in where these postdocs head next.</p> <p>“The question will be if people feel comfortable being able to find the job that they want and stay in the industry,” he said.</p> <p>Scott was also concerned about what might happen if foreign-born biopharma professionals who require H-1B visas to work in the U.S. return to their home country. The reduced talent pool, he noted, would be an issue for biotechs that must quickly find job candidates after securing funding.</p> <p>“Immigration reform, in that case, is really important, because you’ll get that talent from anywhere in the world that you can find it to be able to solve the problem that you have right now in front of you in moving this biotech company forward,” Scott said.</p> <p>Two <em>BioSpace</em> survey respondents mentioned the difficulty of getting companies to sponsor foreign-born employees, with one calling the task “impossible.” Both indicated they’re seriously considering leaving the U.S. to find biopharma employment.</p> <h2 class="wp-block-heading">Cost an Issue for Those Looking To Make a Change</h2> <p>Blair said he believes that 75% of the job candidates who’ve asked him about working abroad would move if they had the financial resources to make that work.</p> <p>“The problem is, there’s not demand in other countries to hire people who make U.S. salaries,” he noted, adding that pay in England, for example, is lower than in the U.S.</p> <p>One unemployed survey respondent’s comment aligned with Blair’s point about cost being an issue for those considering heading abroad to find work in the industry.</p> <p>“As for leaving the U.S., it’s just not worth it,” they wrote. “It’s not worth moving for jobs. I’ve done a lot of that and, overall, unless you have some really special skill and want to move to some specific place, moving is just costly and, eventually, the economy changes and you’re without a job, anyway.”</p> <p>Blair also pointed toward finances being an issue for those considering taking positions outside biopharma. He noted that it’s rare that biotech and pharma jobs pay under $100,000 a year in base salary—as reflected in the <em>BioSpace</em> 2025 Life Sciences Salary Report – and it’s difficult to find comparable pay elsewhere.</p> <p>“Tech, for some positions, could be a relevant field, but tech isn’t hiring either, so it’s difficult to transfer that way,” Blair said. “Hospital healthcare, there are people that could make that switch, but most people got into pharmaceuticals because they didn’t want to work in the hospital healthcare space.”</p> <p>Although Blair said he isn’t concerned about a talent exodus because it’s difficult for biopharma professionals to leave the industry or country, he noted that he is worried about them feeling like they need to make those moves.</p> <p>“I think it’s affecting people’s productivity at work, and it’s causing more people to be let go because they’re dissatisfied,” he said. “It’s difficult to perform when you’re unhappy.”</p> <p></p>]]></content:encoded> </item> <item> <title>Pfizer Strikes $1.25 Billion Licensing Deal with Chinese Biopharma 3SBIO</title> <link>https://international-biopharma.com/pfizer-strikes-1-25-billion-licensing-deal-with-chinese-biopharma-3sbio/</link> <dc:creator><![CDATA[chloe]]></dc:creator> <pubDate>Wed, 04 Jun 2025 09:19:51 +0000</pubDate> <category><![CDATA[news]]></category> <guid isPermaLink="false">https://international-biopharma.com/?p=17606</guid> <description><![CDATA[The pharma giant entered an exclusive agreement with the Chinese biotech to gain rights to a cancer bispecific drug candidate. Pfizer announced Monday that it will be partnering with Chinese biopharma 3SBIO in a licensing agreement, underscoring continued demand in the pharma industry for Chinese innovation amid trade tensions. The move comes weeks after the […]]]></description> <content:encoded><![CDATA[<p>The pharma giant entered an exclusive agreement with the Chinese biotech to gain rights to a cancer bispecific drug candidate.</p> <p>Pfizer announced Monday that it will be partnering with Chinese biopharma 3SBIO in a licensing agreement, underscoring continued demand in the pharma industry for Chinese innovation amid trade tensions.</p> <p>The move comes weeks after the Trump administration announced global tariffs, and is set to unveil additional tariffs which could impact Chinese pharmaceutical profit margins.</p> <p>Pfizer will pay 3SBIO $1.25 billion upfront for the development, manufacturing and global commercialization of a bispecific antibody dubbed SSGJ-707, which targets PD-1 and VEGF. The drug is currently undergoing several clinical trials in China for non-small cell lung cancer, metastatic colorectal cancer and gynaecological tumors.</p> <p>As part of the agreement, Pfizer will have an exclusive license for the commercialization of the drug globally excluding China; but also has the option of securing commercialization rights in China later.</p> <p>In addition to the upfront payment, 3SBIO is set to receive up to $4.8 billion in milestone payments as well as tiered double-digit royalties if SSGJ-707 is approved. </p> <p>Upon closing the deal, Pfizer said it will make a $100 million equity investment in 3SBIO based on a securities subscription agreement between the parties. </p> <p>In a statement, Pfizer noted that the drug substance for SSGJ-707 will be manufactured in Sanford, North Carolina, and the drug product in McPherson, Kansas. </p> <p>3SBIO said the drug has received clearance from the U.S. Food and Drug Administration for its Investigational New Drug application. </p> <p>The news comes as potential threats of 25% tariffs on pharma are swaying drugmarkers to invest in manufacturing more products in the U.S.</p> <p>The deal, however, also underscores the demand for Chinese innovation and products among global pharmaceutical companies as trade tensions between the U.S. and China continue to rise. </p> <p>Pfizer currently has a strong base of 13 manufacturing sites across the country, and CEO Albert Bourla said at the TD Cowen’s 45th annual healthcare conference in March that the drugmaker may bring additional resources to the country if needed.</p> <p>Last month, China announced that it would raise levies on imports on all U.S. goods to 125%, in response to the Trump administration’s decision to impose tariffs on the world’s second largest economy. </p> <p>Pfizer itself has been operating in China for 36 years, and has a presence in over 300 cities across the country. It currently has one manufacturing center, three research and development sites and one innovation center in China.</p> <p>Additionally, the Trump administration has launched an investigation into whether imports of pharmaceutical products threaten national security in the U.S.</p> <p>Shares of 3SBIO surged 208% as of Monday afternoon on the U.S. market. Pfizer’s shares also slightly increased after the announcement.</p>]]></content:encoded> </item> <item> <title>Northway Biotech Enters Manufacturing Agreement with Kaida BioPharma</title> <link>https://international-biopharma.com/northway-biotech-enters-manufacturing-agreement-with-kaida-biopharma/</link> <dc:creator><![CDATA[chloe]]></dc:creator> <pubDate>Wed, 04 Jun 2025 09:16:34 +0000</pubDate> <category><![CDATA[news]]></category> <guid isPermaLink="false">https://international-biopharma.com/?p=17601</guid> <description><![CDATA[Together, the companies will produce Kaida’s KAD101 to treat uterine cancer. Northway Biotech, an end-to-end CDMO, and Kaida BioPharma, an early-stage pharma company, have entered into a manufacturing agreement to produce Kaida’s KAD101. Per the agreement, Northway Biotech will leverage its expertise to develop a robust manufacturing process for KAD101.  This involves developing analytical methods, […]]]></description> <content:encoded><![CDATA[<p>Together, the companies will produce Kaida’s KAD101 to treat uterine cancer.</p> <p>Northway Biotech, an end-to-end CDMO, and Kaida BioPharma, an early-stage pharma company, have entered into a manufacturing agreement to produce Kaida’s KAD101.</p> <p>Per the agreement, Northway Biotech will leverage its expertise to develop a robust manufacturing process for KAD101. </p> <p>This involves developing analytical methods, optimizing formulation, development, and scaling up of the production process, and manufacturing a cGMP drug substance batch for clinical studies.</p> <p>KAD101 is a novel biologic that blocks the prolactin receptor to prevent cancer cell growth signals and incite autophagy, initially targeting ovarian cancer. </p> <p>The original biologic G129R demonstrated encouraging results in a human clinical study, with all patients showing tumor reduction on the low-dose cohort with a clean safety profile as a daily injectable. </p> <p>Kaida has transformed G129R into a bi-weekly injectable (KAD101) and continues to progress the development towards the launch of a Phase 1 study. This study is expected to start Q4 2026/Q1 2027. </p> <p>Additionally, Kaida is advancing KAD102, an enhanced pure antagonist of KAD101, to treat uterine cancer.</p> <p>Craig Pierson, Founder and Chairman of Kaida BioPharma, commented: “We look forward to working closely with the Northway Biotech team to advance our lead product candidate, KAD101, and progress towards providing targeted anti-cancer therapies to address hormone-driven cancers affecting women.”</p>]]></content:encoded> </item> <item> <title>Reinventing R&D in the Age of AI – How Intelligent Technologies are Transforming Biopharma</title> <link>https://international-biopharma.com/reinventing-rd-in-the-age-of-ai-how-intelligent-technologies-are-transforming-biopharma-2/</link> <dc:creator><![CDATA[chloe]]></dc:creator> <pubDate>Wed, 04 Jun 2025 09:13:39 +0000</pubDate> <category><![CDATA[news]]></category> <guid isPermaLink="false">https://international-biopharma.com/?p=17599</guid> <description><![CDATA[Life-changing interventions that have previously been pipedreams are now within reach for the biopharma industry, made possible through an increasingly sophisticated understanding of human biology, coupled with unparalleled advances in technology. But, while intelligent technologies promise to accelerate scientific advances and address some of the fundamental R&D challenges that existed for a decade, going forward […]]]></description> <content:encoded><![CDATA[<p></p> <p><strong>Life-changing interventions that have previously been pipedreams are now within reach for the biopharma industry, made possible through an increasingly sophisticated understanding of human biology, coupled with unparalleled advances in technology. But, while intelligent technologies promise to accelerate scientific advances and address some of the fundamental R&D challenges that existed for a decade, going forward they require capital investment and a thoughtful approach.</strong></p> <p>A new report from Accenture Life Sciences, ‘Reinventing R&D in the age of AI – How intelligent technologies are transforming biopharma’, assesses how – by embracing technology, reinventing workforces, and refocusing organisational priorities – biopharma can improve R&D efficiency and patient outcomes and, ultimately, secure growth in an increasingly challenging macro environment.</p> <p>Thomas Lehmann, Managing Director in Accenture Life Sciences, discussed the report further with pharmaphorum.</p> <h2 class="wp-block-heading">Balancing scientific and technological innovation</h2> <p>“If you look at, historically, the difficulty to identify new targets, select those targets, and bring those through clinical development – that has always been challenging,” said Lehmann. “Now, science, on one hand, is better, [but] it’s also harder. We are seeing technology advancing to a place where it is catching up with the scientific potential of these new modalities, but it is increasingly making it hard to really say, ‘How do I develop an understanding of human biology and then move it forward through the process?’”</p> <p>“To really take advantage of this new science and to take advantage of these new technologies, requires significant capital investment,” he continued. “There needs to be a balance between scientific innovation and technology innovation. Ultimately, as R&D organisations are thinking about the allocation of capital […] to be able to balance between those two requires a fairly significant increase in the amount of ongoing capital investment to just the digital initiatives.”</p> <p>In 2021, Accenture’s report, ‘Billions to Millions: Improving R&D Productivity’, highlighted the escalating costs and extended timelines of drug development amid profitability challenges. At that time, technologies like cloud computing and AI were just beginning to integrate into biopharma R&D, while intelligent technologies such as generative AI and large language models were in their infancy, and today these advances, combined with a deeper understanding of biology, have evolved biopharma R&D. Subsequently, Accenture’s current perspective is that approximately 8%-10% of an R&D annual budget needs to be in the space that balances both scientific and technological innovation.</p> <p>“Part of the challenge today is a lot of that investment is just going to keep the lights on and not necessarily new innovations and technologies,” Lehmann noted. “Finding a better balance between the required ‘keep the lights on’ and what’s new is probably Step One. Step Two is then increasing the level of investment to take advantage of these new technologies.”</p> <h2 class="wp-block-heading">Capitalising on the reinvention mindset</h2> <p>We know that new and complex science, enabled by technology, is driving a veritable scientific renaissance. Biopharma companies can improve patient outcomes, streamline clinical trials, and increase clinical success rates, boosting their commercial potential, by continuously reinventing themselves.</p> <p>“It’s not about making these small, incremental changes to where you’ve been, but actually having a proper reinvention mindset,” explained Lehmann. “If I look at the operational side of clinical trials, from how protocols are designed, and how they’re thinking about the feasibility of the design to recruit patients, to the way in which patients are engaged during clinical trials – more of the same is not going to allow us to change this process, and will certainly not address this economic model for R&D, which is increasingly under pressure.”</p> <p>“Accenture’s perspective here is, we’re at this moment where we see good portfolios of assets in most companies’ pipelines right now,” he continued. “It’s not that there’s a lack of things to work on. It’s the fact that their ability to move it through this development engine is a bit constrained by the fact that it’s a traditional way of working.”</p> <p>“Our perspective is that R&D does require more of a reinvention mindset: how do we fundamentally think differently about the way in which we design trials? How do we think differently about the way we select our sites and the way we recruit our patients?, How do we think differently around how we process and prepare data for analysis and ultimately regulatory submissions? With the expectation that you can seriously reduce the length of time in this process,” he added. “We’ve seen companies who have really committed to this, taking a year, even two years off the development cycle.”</p> <p>“That ‘reinvention’ word is intentional: we do believe that companies that embrace this will actually see disproportionate return on the investment they put into it, which is something we’ve seen across industries,” Lehmann also noted.</p> <h2 class="wp-block-heading">GenAI and the technological maturation process</h2> <p>Since 2021, there’s been considerable progress when it comes to GenAI and LLMs within R&D.</p> <p>“If I go back to 2021, many of the technologies we have today existed then, but were not being talked about to the degree that they are today. While we were putting a perspective forward around the potential to significantly reduce the amount of cost it takes to move assets or products through the R&D pipeline, the maturity of the technology or the willingness to consider these newer technologies wasn’t there yet. I think we’re at a different spot now.”</p> <p>“What really is going to drive benefit?” he posited. “Am I putting this in the core of my workflow, so I’m actually changing the way we operate? I think we’re starting to see real progress, I’d say in the last several months in that space, and expect that to carry into 2025.”</p> <h2 class="wp-block-heading">PTRS and future commercial value</h2> <p>The report also reveals that companies outperforming their peers in terms of relative cycle times and probability of technical and regulatory success (PTRS) rates generally experienced larger growth in enterprise values. However, these improved success rates and cycle times are no longer sufficient to generate future commercial value. To achieve that uplift, careful consideration of future potential and value of the assets must be done at earlier stages than traditional value discussions.</p> <p>“PTRS has been a focus for a long time: the reality here is, most of what you’re trying to do in clinical development is to prove the technical success side of it, as well as the human safety side,” explained Lehmann. “The regulatory piece and, ultimately, the pricing and reimbursement side is the extra hurdle that you need to continue to look at: what will the regulatory environment be when you actually get to the point at which you’re putting this forward for regulatory approval? And the pricing and reimbursement model may be changing depending on where a company is relative to their competitors.”</p> <p>“I think most governance models that exist within R&D look at this, but there’s a need to look at this even earlier,” he continued. “Things like the Inflation Reduction Act here in the US – there are things that have changed the world as far as what the commercial potential may be, as far as what might be waiting for you at the end of the R&D cycle. Even if it’s meeting that medical need, it may just not make sense to continue with it, unfortunately.”</p> <p>“Because of the effects of the Inflation Reduction Act and the US government’s ability to directly negotiate, our estimates are $200-$400 plus billion of potential revenue [is] at risk – that’s Part One,” said Lehmann. “Part Two is the normal loss of exclusivity. You’ve got another couple hundred billion of revenue today that in the 2026-2030 range will not be there because products will come off-patent and you’re going to have other options besides the products that are there today.”</p> <p>So, what has changed? The balance point is an important one between where organisations have been, where they’re going, and then ultimately how that enables this future model, which is going to be much more technology enabled than it has been in the past.</p> <h2 class="wp-block-heading">Collaboration, integration, automation</h2> <p>What does continue to be seen is a lot of collaboration between biopharma companies and academic research, and biopharma companies collaborating with each other for combination therapies.</p> <p>“I think some of the technology developments will actually facilitate that more so than we’ve had in the past, where we’re pushing Excel spreadsheets and secure files across, as opposed to more modern ways in which to collaborate around data,” noted Lehmann. “The biggest thing around integration is the focus on data right now; there’s so much data that’s out there. How do I actually bring it together or connect it in a way that I can get value out of it?”</p> <p>Industry is, then, at a place where it feels as if it is poised for significant change.</p> <p>“I think it’s an exciting time. Not all of this technology will play out as we hoped, not all of the scientific advancements will play out, but it never has. It feels like this is different,” Lehmann concluded.</p>]]></content:encoded> </item> <item> <title>The Exponential Imperative: Rethinking Biopharma Strategy for a Non-linear World</title> <link>https://international-biopharma.com/the-exponential-imperative-rethinking-biopharma-strategy-for-a-non-linear-world/</link> <dc:creator><![CDATA[chloe]]></dc:creator> <pubDate>Wed, 04 Jun 2025 09:10:29 +0000</pubDate> <category><![CDATA[news]]></category> <guid isPermaLink="false">https://international-biopharma.com/?p=17597</guid> <description><![CDATA[The biopharma industry – long a powerhouse of scientific innovation – now stands at a critical inflection point. We are delivering breakthroughs once unimaginable, yet, the frameworks we use to bring them to life remain rooted in a linear past, built for predictability, not disruption. Consider this: the iPhone in your pocket has more computing […]]]></description> <content:encoded><![CDATA[<p><strong>The biopharma industry – long a powerhouse of scientific innovation – now stands at a critical inflection point. We are delivering breakthroughs once unimaginable, yet, the frameworks we use to bring them to life remain rooted in a linear past, built for predictability, not disruption.</strong></p> <p>Consider this: the iPhone in your pocket has more computing power than the systems used to land humans on the moon. We live in a world of exponential acceleration, yet, most strategic decisions are made with tools and mindsets built for stability. Every day, leaders make billion-dollar bets about the future – without fully considering what that future might actually look like.</p> <p>We’re entering a decade where megatrends, from AI and geopolitical fragmentation to climate volatility, platform convergence, and social value realignment, will collide, reshape markets, and invite entirely new players into healthcare. The world ahead will not evolve incrementally. It will bend sharply – and those still relying on yesterday’s logic will be left behind.</p> <p>At the same time, the healthcare landscape is no longer a closed system of incumbents. It’s an ecosystem – a dynamic network of interconnected businesses, technologies, and stakeholders. In this environment, value creation flows from connectivity, not control. Yet, classical strategy, grounded in siloed analysis and fixed forecasts, often misses this leverage entirely.</p> <p>This article – Part 1 of a two-part series – is a call to rethink biopharma strategy from the ground up. We’ll explore why legacy approaches fail, unpack how megatrends are rewriting the rules, and challenge leaders to rethink how we position, choose, execute, and govern in an exponential world. Part 2 will introduce the Exponential Strategy Cycle – a framework to equip leaders with the tools, mindset, and foresight to lead ecosystems, not just navigate markets. The stakes are clear: will we shape the future of health, or be left reacting to it?</p> <h2 class="wp-block-heading">The strategy paradox: The gap between classical approaches and exponential reality</h2> <p>Biopharma’s scientific frontier is accelerating – AI-driven discovery, synthetic biology, and personalised medicine are reshaping what’s possible. Yet, our strategic playbooks remain trapped in a bygone era. We still invest heavily in vendors, complex frameworks, and expensive research to build strategies around forecasts, brand plans, and competitor benchmarks, designed for stability, not fluidity.</p> <p>At the core of these models is a familiar yet increasingly flawed premise: that success is defined by crushing rival biopharma firms and measuring impact through product sales and market share. This inward-looking, zero-sum mentality drives a pie-grabbing frenzy across the value chain – pharma , PBMs, hospitals, the government, etc. – competing over a finite slice, rather than expanding the pie through collaboration and innovation. But in today’s healthcare landscape – a dynamic, evolving ecosystem – the real challenge isn’t how to win, but how to stay relevant in a world where the rules are being rewritten in real time.</p> <p>This dissonance between how the world operates and how we approach strategy is costly. A recent Bain & Company study found that 25% of strategic decisions are poor in hindsight, over 45% of decision-making is too slow, and most firms fail to achieve even 70% of their goals. The issue isn’t execution – it’s orientation. We are still trying to solve exponential problems with linear instincts.</p> <p>As megatrends converge over the next five to 10 years, they will render the old playbook obsolete. New entrants – AI-native start-ups, digital health platforms, ecosystem orchestrators – aren’t playing by biopharma’s traditional rules. And they won’t need to. In this new game, value is created across networks, not within silos. Biopharma’s challenge isn’t just how to compete, but how to stay relevant.</p> <p>Are we ready to abandon rival-obsessed strategies and design ecosystems that solve for the next era of health? Can we redefine success in terms of relevance, collaboration, and shared value? The real question is not what our strategy is, but whether it still fits the world we’re in.</p> <h2 class="wp-block-heading">The exponential wake-up call: From analytic precision to creative spark</h2> <p>Biopharma’s scientific breakthroughs – CRISPR, AI-driven discovery, synthetic biology – are transforming what’s possible in healthcare. Yet, our strategic frameworks, still rooted in linear analysis, struggle to convert this innovation into meaningful, system-wide impact. Classical strategies focus on dissecting known markets and optimising within established boundaries. In an era defined by exponential change, this creates a growing disconnect between innovation potential and strategic relevance.</p> <p>Today, competitive advantage – that used to last decades – erodes in as little as two years, compressed by the rapid diffusion of technology, platform convergence, and geopolitical volatility. Yet, many organisations continue to chart the future using rearview insights and incremental forecasts.</p> <p>This is the heart of the problem: our scientific ambition is exponential, but our strategic imagination is not. Enabling the full impact of innovation requires more than analysis – it demands foresight, systems thinking, and the courage to confront uncomfortable truths. Scenario design, signal sensing, and bold narrative exploration must replace conventional roadmaps.</p> <p>Megatrends don’t gently bend the arc of progress: they collide, disrupt, and usher in entirely new logics of value creation. The imperative isn’t just to move faster – it’s to think differently.</p> <p>Imagination must now complement intelligence. Organisations that embrace speculative thinking and cognitive diversity will be the ones to shape new ecosystems. This moment forces us to ask: are we still refining plans for yesterday’s market, or building the strategic creativity to lead in tomorrow’s world? How do we find the signals amid the noise? Where are the white spaces that will define the next frontier?</p> <h2 class="wp-block-heading">Rethink positioning: From market share to future relevance</h2> <p>In an exponential world, traditional positioning – claiming market share in known categories and competing over finite slides of an existing pie – feels increasingly shortsighted. The healthcare ecosystem is no longer confined to payers, providers, and pharma; it’s a web of tech platforms, community networks, social influencers, and decentralised data flows where opportunities extend far beyond traditional boundaries. </p> <p>Moreover, megatrends are redefining the boundaries of this ecosystem, demanding a future-focused approach. Emerging World Order disrupts with trade barriers and geopolitical shifts, requiring agile partnerships and localised supply chains to ensure global access. Wealth Polarization threatens a “luxury biotech” divide – elite therapies like personalised gene editing – while equitable access defines societal impact. Emerging technologies, ranging from digital diagnostics to platform biology, enable the integration of previously fragmented care models. Social Values shifts may demand sustainable, patient-centric models, and transparency redefining value in the ecosystem.</p> <p>Positioning is no longer a tactical exercise in segmentation to define where you compete. It’s a forward-looking act of vision and design of the ecosystem you enable, and whose problems you help solve. True advantage lies in creating these ecoystems – baking a new pie – through experimentation and optionality. The real question becomes: how do we orchestrate value across this expanding terrain? How do we build trust beyond our historical footprint and create optionality for a future that isn’t evenly distributed? </p> <h2 class="wp-block-heading">Making strategic choices: From incremental trade-offs to bold, ecosystem-centred bets</h2> <p>In the face of exponential change, the hardest choices are often the ones that feel least familiar. Most strategy processes are built for validation, not vision – for reducing uncertainty, not embracing it.</p> <p>But megatrends demand choices that feel uncomfortable: do we chase high-return luxury markets or address unmet needs in underserved communities, even if less profitable? Should and when do we enter volatile geographies with digital-native Gen Z consumers or bet on mature economies with ageing populations? Should R&D portfolios focus on proven modalities or embrace risk in frontier technologies?</p> <p>These decisions are not just strategic: they are ethical and societal. They shape who benefits from innovation, how access is distributed, and what kind of healthcare future we build.</p> <p>In this context, choices must be more than tactical moves – they must be bold bets rooted in foresight, imagination, and moral clarity. The real question becomes: which technologies, markets, and populations will define our relevance in the next decade, and do we have the conviction to lead rather than follow? In this landscape, hesitation is not caution; it’s irrelevance. </p> <p>To remain relevant in an interconnected ecosystem, biopharma must go beyond optimising yesterday’s markets and begin designing for tomorrow’s. The challenge is not only to choose, but to choose with purpose, across boundaries, and in service of a broader value proposition.</p> <h2 class="wp-block-heading">Strategic execution: From linear delivery to ecosystem adaptability</h2> <p>In classical strategy, execution follows a linear path: set goals, build plans, deliver outcomes. But that model assumes a stable environment – one that no longer exists. In today’s non-linear, rapidly shifting world, execution itself must become a strategic capability: dynamic, responsive, and ecosystem-aware.</p> <p>Execution must now reflect the world’s complexity, not attempt to simplify it. From early-stage R&D to regulatory pathways and global commercialisation, execution must operate as a connected system, not a series of handoffs. It’s about sensing weak signals, aligning across the value chain, and adapting in real time, before change becomes irreversible.</p> <p>Megatrends make this shift urgent. Geopolitical volatility demands agility across borders. Wealth Polarisation challenges companies to serve both high-touch and scalable markets. Technological acceleration offers real-time insight, but only if silos are dismantled and teams are empowered. Social values elevate expectations around trust, transparency, and equity.</p> <p>This is no longer about delivering the plan. It’s about evolving the plan – continuously, collaboratively, and in lockstep with a changing ecosystem.</p> <p>The strategic imperative is clear: can we build execution engines that thrive amid complexity, scale across diverse global markets, and embed adaptability at every level? In an ecosystem-driven world, performance is no longer a function of precision: it’s a function of resilience and responsiveness.</p> <h2 class="wp-block-heading">Governance as an enabler of agility: From control to sensing the ecosystem</h2> <p>Governance in many biopharma organisations remains anchored in control – minimising variance, ensuring compliance, and managing downside risk. While necessary, this orientation is increasingly misaligned with today’s pace of change. It rarely empowers exponential upside.</p> <p>In a world shaped by megatrends, the greatest risk is no longer action, it’s inertia. Governance must evolve from enforcing stability to enabling adaptability. It must empower leaders to sense weak signals, respond to external inflection points – policy shifts, regulatory developments, emerging markets – and act before threats crystallise or opportunities vanish.</p> <p>This shift also demands a new posture toward risk: one that supports safe-to-fail experimentation, encourages strategic exploration, and ensures accountability not just to shareholders, but to patients, partners, and society.</p> <p>Governance must move beyond oversight to become a catalyst for foresight and agility. The real question is no longer “Are we compliant?”, but, are we governing in a way that enables bold decisions, timely pivots, and long-term relevance in a world that won’t wait?</p> <p>The classical strategy playbook is unravelling – not because it was wrong, but because the world it was built for no longer exists. We are not just facing disruption. We are facing a redefinition of relevance.</p> <p>Ecosystem dynamics, exponential disruption, and cognitive misalignment are rewriting the rules of competition. Biopharma leaders must move from market thinking to system thinking, from predictive planning to imaginative foresight.</p> <p>In Part 2, we introduce the Exponential Strategy Cycle: a framework designed to help leaders sense, envision, evaluate, and act in an accelerating world.</p> <p>Because the only real strategic question left is, will you shape the ecosystem, or be shaped by it?</p>]]></content:encoded> </item> </channel></rss> If you would like to create a banner that links to this page (i.e. this validation result), do the following:
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