|13th March 2018
Blue Latitude Health speaks to Salma Jutt Vice President of US Marketing and Head of Commercial Innovation at a biotech specialising in treating weight loss and obesity.
SJ: The definition of a biotech company is becoming broader as the overall life sciences industry evolves and organisations expand and contract. For many individual biotech companies, the construct can change over time – they may start out as a biotech but morph into something resembling a pharma company. This happens because of a need to expand research and development via in-licensing or through mergers and acquisitions. It can also depend on company size and stage from development to commercialisation.
SJ: There is a lot of ambiguity and risk when developing and commercialising biotech products. That presence of volatility, uncertainty, complexity and ambiguity (VUCA) requires a certain type of individual who can thrive in a fluid environment, is able to rapidly make decisions, and is comfortable acting without all the information. Individuals need to be able to cope with this environment themselves and have the ability to establish strong leadership for others around them.
"Patient-centricity is no longer just about patients educating themselves”
SJ: The company culture should foster and reward innovative behaviour. It cannot be punitive; people have to be allowed to take business risks and make mistakes. You can’t hire a team of people who want to make things happen, think innovatively and take perceived risks, and then fail to foster a rewarding and innovative environment. Many times, teams have to make decisions and take action without perfect information and data. Using your own experience and gathering input from colleagues is also important.
SJ: Patient-centricity is no longer just about patients educating themselves. It’s about patients living longer and demanding a healthier life and a higher quality of life, for a longer period of time. When a patient wants to access information, they grab their smart phone and look for instant gratification. Now the jump from awareness and consideration to conversion is much tighter, contracting the purchase time frame. We are all patients and consumers and we can grab our phones, make a purchase in minutes and have it delivered to our doorstep.
|27th March 2020
Senior Associate Consultant, Manos Mastorakis, takes a look at a number of COVID-19 drugs that are already registered in clinical trials, providing analysis aiming to simplify the current landscape.
|6th March 2020
BLH speaks to MM patient advocate, Peter McCleave, to find out how he has fought to remain positive throughout his treatment journey while simultaneously leading a successful campaign to get more people to sign up to be a blood stem cell donor.
|28th February 2020
Pharmaceutical and healthcare companies invest a great deal of time and money in commissioning research to address their insight gaps. The process often results in suboptimal return on investment (ROI) due to faulty communication and inefficient documentation of insights. Amit Sheinholtz, Senior Associate User Experience Consultant and Elisa del Galdo, Head of Customer Experience discuss common pitfalls of the negative insight lifecycle and how to avoid them.