Executive Insights

Volume XVI, Issue 40 | November 24, 2014 | By: Vassilis Economides, Manny Picciola, Simon Horan The Four Dimensions of Strategy Activation The Strategy Activation Roadmap

Typically, organizations have adopted a traditional two-stage approach which separates a strategy’s theory from the practice of its implementation. However, this approach is not appropriate for most modern organizations and increases the cost of strategic change, while reducing its chances of success. L.E.K. partners Vassilis Economides, Manny Picciola and Simon Horan explain why the traditional two-staged approach is no longer fit for purpose, and present an alternative solution: the "strategy activation" approach.

Volume XVI, Issue 24 | June 9, 2014 | By: Alex Vadas, Sue St. Sure, Brian Baranick The key to personalized medicine is data The ways in which two oncology networks are building a personalized approach

Personalized oncology--matching patients with treatments based on measurably objective characteristics--promises to transform cancer treatment, and be the test case for personalized medicine, more broadly. But for those seeking the payoff of longer and better lives for cancer sufferers, as well as the potential competitive advantages and economic gains in a vast and growing market, significant obstacles remain. In this Executive Insights, L.E.K. Consulting outlines the major barriers to realizing the vision of personalized oncology.

Volume XVI, Issue 18 | May 9, 2014 | By: Peter Smith, Jeremy Wheatland Input Parameters Required to Forecast Skill Supply Constraints and Gaps Skills Pyramid – Source, Progression and Levels of Expertise Within a Skill Category Skills Capacity Issue Tracker Output Across Project Development Timeline

In this Executive Insights, L.E.K.'s Peter Smith, Jeremy Wheatland and Phil Meier examine the pitfalls of poor skills management and explain the complex web of factors and interrelationships that are key to delivering a successful skills management strategy.

Volume XVI, Issue 10 | March 28, 2014 | By: Jonathan Kfoury, Ricardo Brau Top 10 biologics by 2013 worldwide sales. Billions of U.S. dollars Key engagement strategies and timing by stakeholder group A range of other payer-engagement models Key strategies to manage the risk from biosimilar competition and win in the biologics market of tomorrow

In this Executive Insights, L.E.K. Consulting argues that the future success of blockbuster branded biologics hinges on the response of three key stakeholder groups  who will play a role in biosimilar adoption—prescribers, patients and payers. Examining these stakeholders in detail, the authors explore a subset of strategies for engagement which underpin an enhanced ability to compete and win in this new and challenging market landscape.

Volume XVI, Issue 9 | March 14, 2014 | By: Ian Tzeng, Ricardo Brau Estimated U.S. annual price for select orphan drugs Overview of orphans’ attractive attributes and challenges Clinical investment criteria for orphan diseases

So-called “orphan diseases” are rare conditions that affect fewer than 200,000 people per year in the U.S. At a time when pharmaceutical firms are contending with an increasingly challenging industry environment, the orphan sector offers the alluring prospect of strong growth and attractive profit margins—along with the opportunity to improve the lives of patients with often debilitating conditions. However, there are several trends that make being a player in orphan drugs a more challenging proposition than in the past.

Volume XVI, Issue 1 | January 21, 2014 | By: Michael Connerty The M&A Learning Curve: Average Total Shareholder Return Above Index (Period 24 months after deal close)

In today's sluggish economic environment, many companies view mergers and acquisitions as a key part of their growth strategies. Buying your way to success is an enticing prospect, but M&A carries unique challenges, and many companies are not immediately prepared to meet those challenges well. Various studies, including one recently published by L.E.K. Consulting, have demonstrated that a majority of mergers destroy shareholder value; creating a whole that is greater than the sum of its parts is easier on paper than in practice.

Volume XV, Issue 17 | August 7, 2013 | By: Michael Connerty

Recently, L.E.K. Consulting analyzed the performance of more than 2,500 M&A deals between 1993 and 2010 and found that nearly 60% destroyed shareholder value. In a new Executive Insights, "Mergers and Acquisitions: What Winners Do to Beat the Odds," L.E.K. Managing Director Michael Connerty identified some of the strategies he sees consistently applied in the minority of deals that end up exceeding shareholder expectations.

Volume XV, Issue 16 | July 15, 2013 | By: Michael Connerty

In this new Executive Insights, L.E.K. shares how management can overcome common pitfalls to beat the long odds of creating value through mergers and acquisitions. From identifying the right target to synergy valuation to post-merger integration, winners have shown that with the right approach, value through M&A can be found and captured.

Volume XV, Issue 12 | May 30, 2013 | By: Alex Evans, Ian Tzeng, Manny Picciola

The U.S. nutraceutical market has experienced rapid growth over the past five years. This fast-growing product segment is already blurring the traditional boundaries between food and pharma. In this new Executive Insights, L.E.K. Consulting proposes that winners in the food versus pharma battle for nutraceutical market share will be those companies that can most quickly and effectively harness the core strengths of both industries; these hybrid products, unsurprisingly, require the best of both worlds.

Volume XV, Issue 6 | April 3, 2013 | By: Ian Tzeng

Despite growing regulation and shrinking budgets, Europe remains a critical market for branded pharmaceutical companies. L.E.K. Consulting offers three strategies to maximize value capture in increasingly access-challenged markets.