Heraclitus might easily have involved in the modern pharmaceutical industry and the pharmaceutical consultancy. It was the ancient Greek, do not forget who argued that everything is in flux, that everything is involved in a process of change. He was also the guy that Plato (by his spokesman, Socrates) has spent his career arguing against. In the world of the manufacture of pharmaceutical products, it seems that Heraclitus can have won the day in many respects.
Famous proverb - of Heraclitus "You cannot enter into the same river twice" - can be also applicable to this industry, where the regulatory, economic, technological and global changes seem to be the only constant. All this rapid change is sometimes more pharmaceutical companies can manage successfully and profitably on their own. Therefore one of the essential tasks now of those involved in pharmaceutical Consulting helps organizations meet to adapt to the and successfully manage this change.
Just consider some recent developments in R & D, for example. Pharmaceutical R & D people were accustomed to using a conceptual tool, called the "innovation funnel" to describe and reflect on the process of determination of commercially viable compounds. The image is one funnel, wide at the top and narrow down and many in a narrow stream of linear and predictable manner. A wide choice of potential medicines and research opportunities are paid in the wide mouth of the funnel innovation R & D. Then, over time, through trial and testing, likely negotiable candidates a few dribble to the bottom of the funnel. And, traditionally, efforts to shorten the "funnel time" have consisted primarily in addition pay in the funnel or simply an attempt to boost productivity and move products.
But because of new industry developments and technological changes, the image of the funnel innovation quickly loses its usefulness. With the emergence of new technologies and, inter alia, the influx of new data, the funnel innovation is becoming what some have called "bath of innovation". Basically, things have changed so rapidly that older models and old ways of thinking become moribund at best and counterproductive at worst. The good news is that pharmaceutical consulting can provide vital assistance in this area, notably in the field of information.
The general consensus among the pharmaceutical consultants qualified is that several key steps must be taken.
Collect more data sooner. This means that the stronger, faster and less resource-draining screening process must be placed as much upstream (high in the funnel) possible.Implement for important data across all points in the process, the funnel management procedures. Integration of the entire process is objective here to manage the flow of information and consequent decision, both upstream and downstream in the process.Commit R & d to spend more on making and deployment's most vital resources. It has been estimated that companies in the pharmaceutical industry will spend only about 5% of the turnover on the computer which is much lower than the amount spent by companies in other sectors that also strongly depend on the information. The practical result is that most of the information held is essentially non-structured and far from being easy to research - the very opposite of what is needed now right.
Step three is obviously, the more important because it affects certainly, and probably includes, the first two. If pharmaceutical companies ignore it, they will probably be able to manage change modern changing river.
Pharmaceutical consulting may be that the answer to the heraclitean puts into question the face of the industry today.
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