Following these new demands, the industry is shifting toward a Pharma 3.0 business model. The aim of the business model is to re-orient development toward patient centricity, create a clearer link for employees between what they do and the value they create, reduce internal complexity, and create organizational agility.
Traditional decision making happens in governance and review committees. In a Pharma 3.0 model, development teams are being increasingly empowered to drive the agenda and truly own the clinical trial design. Rather than focusing on “My input allows the committee to decide,” leaders are challenged to think “I need this input from the committee in order for me to accomplish X.”
Traditional development happened in silos. While multiple functions would collaborate on clinical development, the prevailing mindset was like an assembly line of efforts “I need to work on this and then connect with function X.” Leaders in the new model ask critical questions, such as “Are we aligned on what we need to accomplish? Do we have the right people in the room to accomplish this?” Leaders will increasingly act as a cross-functional architect, building teams that are fit for the purpose they serve. An advice-seeking process will ensure those outside of the team are informed and involved when fully necessary.
Traditional development saw everything as highly regulated and inflexible. In reality, much of the complexity that exists in clinical development is a result of operating principles instead of regulatory requirements. The Pharma 3.0 model recognizes, for instance, that a clinical trial protocol needs to meet a strict quality standard, but that the process of getting to that standard can be more iterative and inclusive.
By emphasizing progress over perfection, delivering ideas quicker, and making improvements over time, solutions to challenging problems can actually be made faster.
In Governance Bodies
Leading Clinical Development Teams