Strategic planning is not a product but a process. It requires the ability to work closely with a management team, to provide a framework for exploring options, to challenge conventional thinking, and to build consensus around a pragmatic plan.
Too often in this industry, strategies are formulated from management assumptions developed around a conference room table in the absence of solid market facts. At what stage is a competitor’s drug? Are we sure that animal model is validated? Can we be certain physicians will be incentivized to use the product? How big is the market for this drug if it misses expectations and only demonstrates a 20% improvement over current therapy?
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See an example of a client case on the development of a CNS franchise.