We believe that pharmaceutical revenues will fall well short of forecasts, as current projections, as well as business and operating models, do not reflect the turbulence in the marketplace.
Two seismic shifts are impacting the industry: the need to demonstrate value from therapies; and the move from treatment to prevention, diagnostics and cure, all of which is bringing in a host of new competitors.
To rise to this challenge, executive teams need to choose which of the following three ‘archetypes’ they want their organization to become:
1. Active pharmaceutical portfolio company
2. Virtual value chain orchestrator
3. Pharmaceutical niche specialist
Those pharmaceutical companies that manage to embrace the most appropriate archetypes, and master disruption, have the greatest chance to deliver real value to patients and be successful in the new, disrupted world.