How can I create added-value ?

Increasingly, value lies beyond the product. How to create added value is a difficult question you need to answer.

How pharma and medtech firms are adapting to a value-driven market is an important part of my research. I focus on the processes that firms use to identify accessible value and to develop differentiated, profitable services.

I complement my research with tailored research projects and counselling executives, helping them to understand the nature of added-value and how it can be released by their firm.

If you would like to create value beyond your products, please contact me.

How can I demonstrate value ?

Success is synonymous with demonstrating value. Market access and customer preference is a critical issue for you.

How firms demonstrate value is an important part of my research into how the life science industry is evolving. My work reveals the detail of these capabilities, how they are acquired how they are implemented across functional boundaries.

I complement my research by working with senior executives, marketers and market access teams, using workshops or coaching to help them understand and develop their value-demonstration capability.

If you would like to better demonstrate the value you create, please contact me.

What are my strategic options ? 

Leadership is about decisions. Identifying, evaluating and choosing alternatives is your job.

My research examines the strategic alternatives facing pharma, medtech and other life science companies. I combine my industry experience and academic research to explore what opportunities exist and which make commercial sense.

I also use this research to constructively challenge industry leaders on their ideas for the future, either through commissioned research projects or in one-to-one coaching meetings.

If you would like to explore and test your strategic options, please contact me.

How can I strengthen my team ?

Nothing happens without an effective team. Assessing and building the capabilities of your team is one of your essential tasks as a leader.

What makes teams effective is a fundamental strand of my work into how pharma and medtech companies compete in our evolving market. My work focuses on how management processes either hinder or help cross-functional working.

I complement my research by counselling senior executives in the design, development and management cross-functional teams.

If you would like to strengthen your team, please contact me.

How are pharma & medtech markets evolving ?

Our market is transforming. How to adapt to that change is the biggest question you face.

I spend my life answering this question, gathering data about the evolution of our market and creating actionable insight. I research how social and technological change is driving the emergence of new business models in pharma and medtech.

I complement my academic research with leadership seminars, conference addresses and focussed “deep dives” that address specific questions about where this market is headed.

If you would like to better understand where your market is headed and what that means to you, please contact me.

How can I implement better ?

Without implementation, strategy is just a fantasy. Ensuring that strategic decisions are enacted is what leaders are paid to do.

How pharma and medtech firms implement is a pivotal part of my research into our industry’s evolution. My interest is in how leadership and process design can reduce internal politics and self-interest and refocus the organisation onto single-minded execution.

I complement my research by working with business leaders, either one-to-one or with their teams, to help them tighten and focus their implementation process. 

If you would like to implement more effectively, please contact me.

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About Pragmedic

Thanks for your interest.

Pragmedic is my company; I will design and execute all of the work we do together. For projects that require specialised knowledge, I may call on other exceptionally qualified academics. But I’ll always be the one who makes sure that you get a good outcome.

The following short bio will help you see how I’m qualified to help you but, if you’re impatient, skip down to How I can help you.

A Lifetime in Life Sciences

I’ve spent my entire working life in our industry. I began in 1978 as a fresh-faced research chemist for Sterling Winthrop (now part of Sanofi). For 20 years, I worked in R&D and Marketing for several global pharma and medtech companies. By 1998, I was a Head of Marketing for Boehringer Mannheim and, when Roche acquired the company, I decided to scratch an itch I’d had since my days at the bench.

Executive Turned Academic

FOP Fitness for LandscapeMy insatiable, scientific curiosity is what led me into R&D and, as I climbed the management ladder, I became interested in the science of how firms compete. Voraciously reading strategic management research, I found that it wasn’t always relevant to pharma and medtech companies. So I decided to make that my life’s work. I did a PhD on strategy effectiveness in the life science industry and, since then, I’ve researched various aspects of how those companies create competitive advantage. I’ve become especially interested in how our industry is evolving the competitive capabilities needed when technology is racing ahead and value is defined as much by payers as by physicians. I do this research at two great universities – SDA Bocconi in Milan, Italy and the University of Hertfordshire in the UK. I also supervise a group of PhD candidates, whose research similarly looks at aspects of our industry’s evolution. Those who know me best call me a complete geek about the subject.

Real World Advice

My research has real-world goals: to help the world’s most important industry adapt to the future, so that more people live longer, healthier lives. That means disseminating my research in peer-reviewed journals and industry publications, in books and at industry conferences. A significant part of my time is spent working directly with life science companies as an advisor and counsellor. Over the years, I’ve helped most of the big and many of the smaller companies in our industry.

You can see recommendations of my work here on my LinkedIn page

How I can help you

Professor Brian D Smith LecturingYou can get an idea about what I can help with by clicking on the thought bubbles on the home page, but you should also understand how I will work with you. This is based on three principles:

  • Scientific: I immerse myself in the research literature and collect evidence about how life science companies are evolving. So my advice is always based on rigorous, relevant research.
  • Pragmatic: I’m fanatical about the application of management science to real-world practice. So my work with you will always be directed towards a specific, actionable and profitable outcome.
  • Individual: I’ve learnt that every case is different and needs its own solution. So I personally manage every project to understand your situation and to achieve your particular goals.

 

 

If you would like to have a conversation with me about how you can compete more strongly in our evolving market, contact me. I’ll be delighted to listen to you.

 

Signed - Professor Brian D Smith

 

 

 

Professor Brian D Smith

Bookstore

I’ve written several books, with more on the way. They’re all available via your local Amazon or, if you prefer, you can browse and request shorter PDFs from my free library.

 

The Future of Pharma: Evolutionary threats and opportunities

 

The Future of Pharma written by Professor Brian D SmithBased on years of research and interviews with industry leaders, The Future of Pharma is written for industry executives who need to understand where the industry is headed and how they can adapt to that future.

You can see its excellent reviews and order a copy from Amazon

Marketing and Finance: Creating shareholder value

 

Marketing Due Diligence written by Professor Brian D SmithWritten with two of the world’s leading authorities on marketing strategy and finance, Marketing and Finance explains the process of Marketing Due Diligence. It is written for those who need to assess the strength of marketing strategies.

You can see its excellent reviews and order a copy from Amazon

Creating Market Insight: How firms create value from market understanding

 

Creating Market Insight written by Professor Brian D SmithBased on a three-year study into how firms translate data and information into knowledge, insight and competitive advantage, Creating Market Insight is written for those who gather, analyse and use business intelligence.

You can see its excellent reviews and order a copy from Amazon

Making Marketing Happen: How great companies make strategic planning work

 

Making Marketing Happen written by Professor Brian D SmithThe result of an extensive research programme into why some firms make strong marketing strategies and others don’t, Making Marketing Happen is written for those who want to be best-in-class at strategic marketing planning.

You can see its excellent reviews and order a copy from Amazon

Free Library

I’ve published over 300 articles and papers that summarise my research for executives in the pharma, medtech and other life science industries. They are all listed here and you are welcome to browse and to request a free PDF. Or, if you have an interest in a particular topic and don’t have time to browse, just contact me and I’ll select the most relevant papers for you.

Targeting's Book of the Dead

September, 2016

Why might companies full of bright, educated people do something that is, frankly, not very bright at all? The answer lies in its evolution; this article looks at why it happens and how to avoid it.

Reference:
SMM-148

Cross Functional Working

September, 2016

This article looks at the flawed approach to cross functional working that permeates business today and advises how organisations might address this to improve our success.

Reference:
SAI-054

Choosing Destiny

September, 2016

This follows on from my previous two articles in this series. I described the forces shaping the life science industry (see Under Pressure, PME Feb 2016) and the subsequent emergence of 26 new business models (See Explosive Evolution, PME June 2016). This newly complex landscape means a plethora of choices for industry strategists and makes it all the more important that they choose their future business model carefully. But how, faced with such complexity, can we pick the model that will work best for us? My research into how firms answer this question reveals a four-step process for navigating the life science market of the future.

Reference:
SMM-147

Choosing Destiny

September, 2016

This follows on from my previous two articles in this series. I described the forces shaping the life science industry (see Under Pressure, PME Feb 2016) and the subsequent emergence of 26 new business models (See Explosive Evolution, PME June 2016). This newly complex landscape means a plethora of choices for industry strategists and makes it all the more important that they choose their future business model carefully. But how, faced with such complexity, can we pick the model that will work best for us? My research into how firms answer this question reveals a four-step process for navigating the life science market of the future.

Reference:
SMM-147

Explosive Evolution

June, 2016

This article builds on a preceding article (title: Under Pressure) about the selection pressures shaping the life sciences industry. It describes a small part of my research into how life science business models are evolving. The picture I paint will, I hope, provoke thought and stimulate questions about how firms might direct and accelerate their own evolution. In the next two articles, I will answer those questions.

Reference:
SMM-146

The Genetically Modified Organisation

June, 2016

To paraphrase Darwin, it is not the strongest nor most intelligent life science company that will survive, it is the one most able to change. Yet many companies find it very difficult to change in ways that preserves the best of the corporate DNA whilst adapting to the changes in our technological, political, economic and social environments. New research in this area sheds light on what constitutes a firm’s DNA, what changes are demanded by the market and how firms make these changes. This work allows senior executives to perform the equivalent of gene therapy on their firms: identifying the genes that are necessary for competitiveness and inserting them into their corporate genome.

Reference:
SMM-145

A Frugal Future

May, 2016

Looking at the future of the life science industry, it's evident that value will dominate the industry environment. As a result, free-spending life science companies will be replaced by frugal, ruthlessly efficient companies. We already see evidence of this new and very different environment and should be prepared for a frugal future.

Reference:
SMM-143

GSK's Morality Gene

April, 2016

GSK’s recent decisions about pricing, transparency and return on investment seem to indicate an interesting new adaption to market conditions, one that is likely to be followed by the industry. This article will interest anyone interested in the life science industry’s 'licence to operate' in our society.

Reference:
SMM-142

Sexual selection

March, 2016

By focusing on a particular trait when we interview candidates for a position in our organisation, we may open ourselves up to unintended consequences, neglecting the full range of routines we need.

Reference:
SMM-141

Under Pressure

February, 2016

There are six inexorable forces shaping the evolution of pharma and medtech. Asking and answering the questions about what selection pressures are acting in our industry is the first step in predicting how the industry will look in future.

Reference:
SMM-140

J&J's Portent of Purity

February, 2016

There is a new pattern of shareholder pressure across the sector, leading to new corporate structures being seen to emerge.

Reference:
SMM-139

Not as we know it

January, 2016

When it comes to evolution in industry, we need to think bout how the patient need will be met in future and evolve accordingly.

Reference:
SMM-138

The Future of Pfizer(s)

December, 2015

The media is full of the Pfizer-Allergan deal, especially the likely break up of the post-merger company into ‘innovative’ and ‘mature’ products. But lacking in this frenzied coverage is any sort of scientific examination of the move, which is ironic for an industry that prides itself on its knowledge intensity. This article offers an evolutionary science perspective on where that megadeal leads.

Reference:
SMM-137

Escaping Wicked Problems

November, 2015

Some management dilemmas defy logic; they seem unsolvable by any traditional, methodical approach. However, in some circumstances, collaborative consensus offers the best potential outcome.

Reference:
SMM-135

Acting at Random

November, 2015

Life sciences companies stumble through evolutionary space and often fail.

Reference:
SMM-134

Competing on Alignment

October, 2015

SWOT is both the most powerful and least understood strategic management tool. Used correctly, it translates the outputs of many other market analyses into a small number of key issues.
This very practical article will help make sure you gain the most from using this important tool.

Reference:
SMM-136

Tragedy of the Commons

October, 2015

Why evolution suggests that we need to be altrustic to our rivals.

Reference:
SMM-133

Dead Man's Shoes

September, 2015

As the industry evolves, this article examines how obsolete business models make space for new ones.

Reference:
SMM-132

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Dr Brian D Smith
PragMedic
6 Whetstone Close
Welwyn
Hertfordshire AL6 0QW
United Kingdom

Tel: +44 (0)1438 712 441
Fax: +44 (0)1438 712 442
Mobile: +44 (0)7970 829 764

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PragMedic
6 Whetstone Close
Welwyn
Hertfordshire
AL6 0QW
United Kingdom

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