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Accelerating Medicines and Jump-Starting Treatments: Public-Private Partnerships Enlist Takeda and Other Biopharma Companies in the Fight Against Serious Diseases

Posted By Hugh Rauscher, Friday, January 31, 2020

As the healthcare and biopharma ecosystem expands and diversifies, the public-private partnership model offers an important sphere of collaboration between biopharma companies, medical institutions, patient advocacy foundations, and governmental entities. Biopharma companies—many ASAP members among them—are increasingly getting involved with nonprofits, foundations, and other organizations to tackle the toughest diseases, and that includes ASAP global member Takeda Pharmaceuticals.

Takeda is a participant in approximately 80 large-scale collaborations between public and private entities designed to address significant health issues. The majority of these collaborations are around researching and developing new treatments. “We look to get involved where we can add value and where there is value to Takeda,” said Sean Breen, head of global science advocacy and public-private partnerships at Takeda. “In particular, we look for partnerships where patients and patient organizations have a voice in development and can help all the stakeholders understand what patients need.”

Two of the most significant public-private partnership models are the EU-sponsored Innovative Medicines Initiative (IMI) and the US-centered Accelerating Medicines Partnership (AMP).

Launched in 2008, the IMI is sponsored by the Directorate General for Research and Innovation of the European Commission. The IMI brings together medical institutions, academia, foundations, and industry with the aim of removing research bottlenecks in drug development. According to the IMI website, its €5 billion budget makes it the largest biomedical public-private partnership in the world. 

The AMP is a public-private partnership between the National Institutes of Health, the US Food and Drug Administration, and multiple biopharmaceutical and life science companies and nonprofit organizations. The AMP was launched in February 2014, with projects in three disease areas: Alzheimer’s, type 2 diabetes, and the autoimmune disorders of rheumatoid arthritis and lupus. In January 2018, an AMP project on Parkinson’s disease was also launched with nine partners. The partnership seeks to identify and validate promising biological targets for therapeutics and ultimately increase the number of new diagnostics and therapies for patients while reducing the time and cost of developing them.

“Increasingly, we are seeing regulatory and governmental authorities keen to foster collaboration in areas such as identifying biomarkers and translational research, especially around rare diseases,” said Breen. “Our people learn a lot from being involved in an effort with other world experts.”

There are important differences in the approach and mindset required when working alongside, in many cases, dozens of other biopharma companies that have been brought in to lend expertise. In such cases, Takeda does not have direct control over the objective, the data, or the intellectual property. “Sometimes we have a financial investment, but more often our ability to exercise influence depends on what we are contributing, whether that be know-how or data,” said Breen.

“As participants in these public-private partnerships, we need to understand the problem from the perspective of other stakeholders and work together for mutual benefit. This requires a flexible, adaptive mindset and not everybody can be successful.”

Takeda is not alone in these public-private partnerships. Other ASAP members that are part of AMP include global members Janssen, Lilly, and Merck, and corporate members Celgene, GlaxoSmithKline, Pfizer, and Sanofi. This promises to be an important area of expanding cooperation and collaboration between multiple entities, public and private, so expect to hear more about these disease-fighting efforts.

Tags:  Accelerating Medicines  Accelerating Medicines Partnership (AMP)  and Merck  Celgene  collaborations  GlaxoSmithKline  Innovative Medicines Initiative (IMI)  Janssen  Lilly  Pfizer  Public-Private Partnerships  Sanofi 

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BioPharma Preview: IBM’s Heather Fraser on Orchestration in the Life Sciences and Healthcare Ecosystem

Posted By Cynthia Hanson, Wednesday, September 9, 2015

Heather Fraser, registered pharmacist and global life sciences & healthcare lead at the Institute for Business Value, an IBM think tank, gives an ASAP Plenary/Quick Takes talk and Deeper Dive session about “Redefining Partnering in the Healthcare and Life Sciences Ecosystem” on Thursday, Sept.10 at the 2015 ASAP BioPharma Conference, “Alliance Expertise at the Forefront: Leadership for the Ecosystem,” at the Revere Hotel Boston Common. Fraser shares insights from her talk in a Q&A for the Q3 2015 issue of Strategic Alliance Magazine. Here’s a snippet from the interview. 

Why is there such a huge interest in ecosystems, especially in the healthcare and life sciences industries? 

There are two significant healthcare drivers—societal and economic. On the societal side, there are demographics, an aging population desiring care and quality for better outcomes, HIPPA and compliance regulations, the FDA continually putting pressure on the industries. Additionally, there is a shortage of the right skills and capabilities for this changing healthcare system. On the economic side, there are technology-driven forces, such as the proliferation of mobile devices and the Internet. Collaboration is becoming much easier because we’re seeing a system that is much more connected and open.  Technology is much faster and more scalable than in the past. We can almost look ahead of technology requirements, and the cost of using that technology to drive out innovative practices is reducing. Analytics are also helping to drive insights and decision-making. So you can look ahead at the requirements companies have and the cost of using that technology to drive out innovation.

 

How do alliance managers know they are on the right path during a time of uncertainty? Are there key areas to focus on when partnering in the ecosystem? 

The traditional guideposts are not always present. But one certainty is that you need to have mutual goals in place that align around the customer and patient. If you are serving the patient, you are on track. Putting the patient at the center is something the life sciences companies haven’t necessarily done in the past. Many now are going toward targeted treatments, such as measuring the patient for glucose levels in their blood. There are diagnostic devices businesses collaborating with diagnostic companies. Another device might measure the impact of insulin when injected into the system. Services such as a nutritionist advising on correct diet or a fitness clinic on exercise could be another component. Companies are looking beyond the pill to produce a total solution for the diabetes patient. Another example: Novartis just put out a heart drug. Typically, drugs for heart diseases are relatively low cost. But now they say the pricing will be based on patient outcomes. Think payment based on outcomes vs. those based on the sale of a pill.

 

What does your “Quick Takes” talk focus on?  

How ecosystems need orchestration, from a mutuality standpoint. Orchestration requires coordination and arrangements, and some companies are leading the way. We’re seeing IBM Watson Health acting as an orchestrator—bringing not just the platforms, the cloud, but also ecosystem members to the table, and the analytics skills as well. Philips is another example—helping with medical devices. They are very much getting in the healthcare space and acting as an orchestrator. Otsuka Pharmaceutical—they’ve got a therapeutic area for patients with mental health problems, and they are using technology, analytics, and alerts to make sure patients stay on their medications. The other component is mutuality—look at how we’re going to coordinate, setting goals we agree on, setting up mutual standards. There is the example of Lilly and Boehringer Ingelheim working together on diabetes—bringing the best and brightest scientists from both companies and really trying to accelerate getting the molecules to market. They are still competitors, but they wanted to come up with a set of standards where they had a mutual interest for that particular need and set of drugs. The ecosystem is about the complex web of interdependent enterprises and companies, public or private, with patients at the center. But at the end of the day, the goal is to create and allocate mutual business value for the whole of the ecosystem. You have to understand what you’re putting in and how you’re going to drive that value out.

Tags:  ASAP BioPharma Conference  Boehringer Ingelheim  collaborating  ecosystems  healthcare drivers  Heather Fraser  Institute for Business Value  life sciences  Lilly  mutual business value  Philips 

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The 2015 ASAP Global Alliance Summit offers a Smorgasbord of Content, Connection, and Collaborative Capability-Building for Today’s ‘Ultimate Change Agents’

Posted By Cynthia Hanson, Tuesday, December 9, 2014

Each year, the ASAP Global Alliance Summit redefines the state of the art for alliance management and business collaboration. The 2015 Summit, to be held March 2-5 at the Hyatt Regency in Orlando, Florida USA, promises to be a pivotal event for alliance, partnering and channel executives, managers, and team members.

“We are recognized as ‘the ultimate change agents,’ so our leadership, skills, and experience are more vital than ever in a world of accelerating disruption, industries in collision, and rapidly evolving business models,” says ASAP President & CEO Michael Leonetti. “The ability to collaborate is core to organizational growth, agility, and innovation. Mastering the art and science of alliance management—leveraging the professional development and connections you get at the ASAP Global Alliance Summit—has never been more crucial to success. It is the cannot-miss event of the year.” 

The 2015 ASAP Global Alliance Summit will serve a smorgasbord of content and connection brought to you by the alliance profession’s “master chefs”—the leaders and expert practitioners who will keynote, present, and facilitate three jam-packed days of programming. This year’s theme—“Collaboration at the Core: Forging the Future of Partnering”—will be baked into more than 40 carefully curated sessions, workshops, panel discussions, and keynote addresses. Specific topics and tracks will focus on:

  • Ways to build and manage an increasingly diverse array of alliances and other collaborations
  • What it takes to lead amidst disruption – how to be an agent for change
  • How to deliver the outcomes that matter by creating value and mitigating risk

“Every industry is undergoing change, including the space industry, where entrepreneurial companies are entering areas of industry previously the domain of government agencies and their contractors,” Leonetti notes, alluding to a Summit keynoter hailing from Space Florida, Dale Ketcham, chief of strategic alliances.  “The ability to partner is central to organizational growth and success at this challenging time in the business world. ASAP is addressing these changes and providing opportunities in ways that every industry needs to know about.”

New models of partnership will be on the table, such as the recently announced AbbVie-Calico alliance. Calico is the life sciences startup backed by Google with former executives from Genentech at the helm, so you know it is innovative. Partnering “iron chef” Philips will explore the differences, both grand and nuanced, between engaging partners in open and closed ecosystems.

The Summit opens on Monday, March 2, with two certification workshops—a CA-AM Exam Prep Workshop, CSAP Exam Prep Workshop. Two other workshops will be led by seasoned alliance leaders from Lilly and Xerox (additional fee required for all Monday workshops). There is also an afternoon main conference session focused on collaboration skills and thought leadership. After the Summit plenary Tuesday morning, March 3, focused breakout sessions (see our in-depth overview) will be held Tuesday afternoon and all day Wednesday. The Summit officially ends Thursday, March 5, with the CSAP certification exam and committee and/or team meetings.

Get dramatic savings—up to $300 per person for you and your team—with Early Bird registration by Dec. 19. Click here for more information and to register, visit the ASAP Summit registration web site.

Tags:  2015 ASAP Global Alliance Summit  AbbVie-Calico alliance  CA-AM Exam Prep Workshop  CSAP Exam Prep Workshop  Dale Ketcham  Lilly  Michael Leonetti  Space Florida  Xerox 

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