Download 2010 -2011 RADEX Talent Management

Developing and Broadening
Specialists in Research &
Development
April 2012
Liz Fraser, Global Talent Business Leader, R&D
GSK, the global company
96,500 employees in over 100 countries
GlaxoSmithKline
We are a science-led global healthcare company that researches and
develops innovative products.
We have three primary areas of business:
– Pharmaceuticals, Vaccines and Consumer Healthcare.
Our objective is to deliver sustainable growth across this portfolio.
In 2011, our total turnover was £27.4 billion.
– Pharmaceuticals turnover £18.7bn
– Vaccines turnover £3.5bn
– Consumer turnover 5.2bn
R&D in GSK
•11,000 people world wide
•Sites in UK, US, China and Singapore
•£3.9 billion invested in R&D in 2011
•10-15 years to discover a new medicine
with between £500-800m of investmentmany failures along the way
Leadership in R&D
Science and
Leadership
are not
mutually
exclusive
Career Paths in R&D
The majority of people who join R&D are scientifically trained at least
to graduate level and most to post graduate level
Many will go into the research areas they studied in i.e. neuroscience,
medicinal chemistry
– Chemists will go into a broad range of therapeutic areas
– Biologists will go into a narrow field of therapeutic speciality
Over time they typically become deep experts in their chosen area of
science and may lead a small research group
Some move from drug discovery to clinical development and perhaps
into more broader areas of drug safety or regulatory affairs
Physicians due to their very structured training may join drug
discovery, clinical development or medical affairs
Drug Discovery- 2000-2012
Drug discovery in GSK has seen many changes over the years and
after the merger in 2000 a new way of working was developed and
“Centre of Excellence for Drug Discovery( CEDDs)” were formed
which were therapeutically aligned i.e. Respiratory CEDD,
Neuroscience CEDD. Typically these were between 300-500 people at
the time this was a novel way of working for the industry . The
leaders were recognised experts in their field of scientific expertise
In 2008 the first therapeutically aligned DPUs were formed, the aim
behind this was to create more "biotech” like small units that were
more agile and able to focus on the scientific areas of greatest need.
This was a ground breaking way of working and GSK was taking the
learning's of the biotech world and coupling it to the power of a large
pharmaceutical company.
DPUs
36 DPU’s across therapeutic areas and geographies
£500 million of investment
Triennial business plan
Typical skills in a DPU-Biology, chemistry and physicians
The leader of a DPU needed different capabilities to that of a CEDD
leader-being a recognised scientific leader was taken as a given;
– Externally focussed– Leader of the future
– Entrepreneurial
– Business focussed
– Talent Magnet
Developing DPU heads
The DPU role is one that really creates the opportunity for in-depth
scientists to develop as leaders in a strong science based area. We
know that we employ only one in ten-thousand scientists in the world.
Therefore a key part of the role is looking at the external world and
building relationships and partnerships.
The DPU business model is based on a a three year plan and
therefore business acumen and developing the ability to deliver to the
plan is a key part of the role
The role really develops the scientific entrepreneur as there is not
unlimited resource and the DPU head will need to be creative and
innovative in their approach
The DPU head has the overall accountability for the success of the
group and therefore developing the people and culture is also critical
to the success of the group
Clinical Development 2000-2012
After the merger in 2000 the large clinical development organisation
was split into therapeutically aligned Medicine Development Centre’s
(MDCs) and these groups were responsible for taking potential early
discovery medicines into large scale clinical trials and through to
registration
Typically each potential medicine would have a number of different
clinical teams working on it but there was not one leader looking at the
overall progression of the medicine.
In 2007 a new role was created, the Medicine Development Leader
(MDL)
Medicine Development Leader
The MDL role is a senior integrative leadership role with responsibility
for managing the overall development of a medicine
An MDL is appointed when a medicine is in its early development
phase and brings together all the groups within the R&D organisation
– Discovery
– Clinical
– Regulatory
– Manufacturing
– Commercial
The success criteria in this role requires:
– The ability to strike a balance between having a broad strategic
overview and diving into the detail
– Highly developed interpersonal skills and credibility to marshal
senior people from across GSK.
Developing MDLs
The MDL role is a senior level role that requires the development of a
“integrative leadership style “
This is the role in the R&D organisation that requires the skills that
are most closely aligned to a General Manager as they have a core
group of experts reporting to them and will rely on them for specific
input without referring back to their line leaders
MDLs are required to develop an in-depth knowledge of the medicine
they are responsible for and be able to articulate a vision for its
development
They have to understand both the scientific and commercial value of
the medicine
MDL and DPU Background
MDL
DPU
Broad scientific /medical
In depth scientist focussed
background
on a therapeutic area
In depth understanding of
Knowledge of innovative
the overall medicine
drug discovery
development process
Strong scientific Leaders
Broad leadership capability
External knowledge and
across the internal
reputation
organisation
The Impact on GSK
The first three year period
of the DPUs has just
come to an end
30 assets in late stage
development and 12
filings for 2012
The budget for overall
R&D investment has
remained constant at
£3.9bn
The success of the
pipeline is also a critical
attractant to key talent
from competitors and a
major selling point