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Innovation and Global BioBusiness

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Innovation and Global BioBusiness Gurinder Shahi, MD, PhD, MPH March 14, 2008 The best way to predict the future is to invent it. Alan Kay Strategic Overview ... – PowerPoint PPT presentation

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Title: Innovation and Global BioBusiness


1
Innovation and Global BioBusiness
  • Gurinder Shahi, MD, PhD, MPH
  • March 14, 2008

2
The best way to predict the future is to invent
it.Alan Kay

3
Strategic Overview
  • Technology Innovation
  • Introduction to BioBusiness and BioInnovation
  • Adoption of Technology Innovation
  • Technology Assessment (and Economic
    Considerations)

4
There are only two ways to live your life. One is
as though nothing is a miracle. The other is as
though everything is a miracle Albert Einstein
  • Technology Innovation

5
Directions in Science and Technology in the 21st
Century
"There are three great themes in science in the
twentieth century - the atom, the computer and
the gene." - Harold Varmus, Former NIH Director
  • What are the great themes for the 21st century?
    Proposed
  • Integration of our knowledge base incorporating
    the atom, the computer and the gene (in the
    context of solving problems and generating
    value-added solutions)
  • Translational Research and Technology Innovation
  • Synergistic Partnerships and Alliances across
    disciplinary, regional and international
    boundaries
  • Value and Wealth Creation through
    Entrepreneurship and Enterprise Development

Source Gurinder Shahi, Osaka Innovation (2004)
6
Some Definitions of Interest
  • Innovation
  • The process whereby ideas for new (or improved)
    products, processes or services are developed and
    brought to use.
  • Technology
  • The application of scientific advances to benefit
    humanity
  • Application of knowledge to develop tools,
    materials, techniques, and systems to help people
    meet and fulfil their needs (including those for
    survival, comfort level, and quality of life).
  • Human innovation in action that involves the
    generation of knowledge and processes to develop
    systems that solve problems and extend human
    capabilities.

7
Understanding the BioBusiness Innovation and
Commercialization Pipeline
responding to market realities
Increasing Value Proposition Decreasing Execution
Risk
Focus on management and business development
Focus on science and technology
Concept
Technology Validation
Productization Commercial Product and
Service Devt
Business Case Validation
Market Entry and Rapid Growth
Research (new insights and understanding)
Development (translation of insights to practical
reality)
Application (commercial and social application)

Source Shahi, 2004
8
Drivers of Technology Innovation
  • Market-Driven Innovation
  • well-defined market opportunities
  • gaps and unmet needs in the marketplace
  • Technology-Driven Innovation
  • availability of appropriate technologies
  • availability of skilled personnel with
    appropriate knowledge and understanding

 
 
Point to consider The existence of investors and
communities of interest who are prepared to
invest time and effort can potentially help
accelerate the innovation development process
9
Introduction to BioBusiness and BioInnovation
Discovery is seeing what everybody else has seen,
and thinking what nobody else has
thought. Albert Szent-Gyorgi
10
About BioBusiness
  • Definition
  • Commercial activity based on an understanding of
    life sciences and life science processes
  • Biomedical (including healthcare,
    pharmaceuticals, medical devices, diagnostics,
    etc)
  • Agri-veterinary and Food
  • Environmental/Industrial
  • Related Areas (bioinformatics/computational
    biology, bioengineering, nanobiotechnology, etc)
  • Market
  • BioBusiness already constitutes over 25 of
    global GDP and employs some 40 of the worlds
    labor force
  • Accounts for nearly US12 trillion (2005)
  • Employment figures skewed by gt 50 engaged in
    subsistence level farming and low wage food
    processing in developing countries (including
    China and India)

11
Global BioBusiness Market Size (2001)
Source GS Shahi, BioBusiness in Asia,
Pearson-Prentice Hall, 2004
12
BioBusiness Opportunity/Need for Value Creation
Table Estimated Annual Economic Contribution
(per worker), 2001
Source BioEnterprise Asia, 2003 (Primary data
derived from UN Statistical Division, 2002, World
Bank 2002, ILO, 2002). Published in GS Shahi,
BioBusiness in Asia How Asia Can Capitalize on
the Life Science Revolution (Pearson/Prentice
Hall, 2004)
13
Some Key BioBusiness Opportunity Areas With
Health and Development Implications
Biomedical BioBusiness Healthcare
Pharmaceuticals Biomedical biotechnology Herbal
and traditional medicine Medical
devices Diagnostics Agri-Veterinary and Food
BioBusiness Agriculture Fisheries and
aquaculture Animal husbandry Biopharming Pets and
recreational animals Forestry and
lumber Agri-biotechnology Food processing  
Environmental and Industrial BioBusiness Managemen
t of biodiversity Environmental
bioremediation Waste management Environmental
biotechnology Marine biotechnology Industrial
biotechnology bioenergy, new biomaterials,
etc   Other BioBusiness Related Activities Bio-IT
and the application of ICT in the life
sciences Bioengineering Nanotechnologies as
applied to life sciences Life science and
biotechnology education Life science and biotech
RD Life science and biotech contract services

Source Shahi, 2002
14
Some Global Opportunities and Challenges with
Potential BioBusiness Implications
  • Globalization - and the rapidly growing global
    economy (and growing inequity between haves and
    have nots solving the 80/20 conundrum)
  • Healthcare and Biomedical Sciences - Advances in
    healthcare and the biomedical sciences, the
    genomics revolution and the move toward
    personalized medicine (and the need to manage the
    cost of healthcare as populations age)
  • Feeding the World increased interest in more
    nutritious and less chemically tainted foods (and
    the need to feed more people in the face of ever
    diminishing arable land)
  • Renewables and Sustainability - Increasing demand
    for renewables and more sustainable production
    technologies biofuels, new biomaterials (and
    solving the problems of global warming,
    environmental contamination and waste management)
  • Responding to Threats responding to natural and
    human generated threats to economic development
    and stability (from pandemics, to natural
    disasters, to concerns about bioterrorism)

15
Simplistic View of Life Science Technologies
Core Competencies
Technologies
Gene Mapping/ Sequencing
Enabling Technologies
High throughput sequencing
Microarray
Comparative Genomics
Structural Genomics
Bioinformatics/ Computational Biology
Others
In silico modeling
Genotyping
Supporting Technologies
Animal/ Plant
Microbial
Human
Transgenic animals
Functional Genomics
Bioprocessing
Toxicology
Transformation Technology
Proteomics/ Proteins
Clinical Trials
Applied Proteomics
Structural Proteomics
Functional Proteomics
Others
Others
Source Ad-hoc Working Group Report on Genomics
for MTI, Shahi et al (2001)
16
The BioBusiness Innovation Landscape
Valley Opportunities Commoditized, many
competitors, low barriers to entry, low margins,
old economy principles apply. Low interest for
BioEnterprise unless innovative approach
C
C
S
S
C
Summit Opportunities Technology and knowledge
intensive, few competitors, high barriers to
entry high margins with well-developed business
case, new economy principles apply. High
BioEnterprise interest
V
V
  • Recommended Approach
  • Focus on Summit opportunities putting people,
    technologies and resources together to capture
    the value proposition

Cloud Opportunities Technology and knowledge
intensive, few competitors, high barriers to
entry, business case not well developed, future
economy principles apply. KIV interest
17
Understanding Innovation 101
  • It is pretty simple
  • You do some stuff. Most fails. Some works.
  • You do more of what works.
  • If it works big, others quickly copy it. Then you
    do something else.
  • The trick is the doing something else.
  • Thomas Peters

18
Our Analysis Successful BioBusiness Innovation
  • Critical Success Factors (given good
    infrastructure, facilities, policies, etc)
  • Smart People
  • Smart Ideas
  • Smart Money (immaterial if public or private
    sector driven Silicon Valley model driven by
    private money European model driven by public
    money)
  • Smart Alliances and Partnerships (throughout the
    world)
  • Key Differentiator - The quality of money Smart
    Money versus No Brainer Money. Note Access to
    capital alone not sufficient!


19
Adoption of Technology Innovation
20
Technology Adoption Challenges
  • This is cool. I want it does not matter how
    much it costs
  • We'll be the first institution in the region that
    has it. Makes us look good. Let's get it!
  • Can we afford it? How will we recover our costs?
  • Can it pay for itself? Is it reimbursable? Show
    me the money. We need to have this reviewed.

Source Moore, 1995
21
Technology Adoption Landscape
Source Gartner Group, 2004
22
BioPartnering
23
BioPartnering Capturing the Value Proposition
BIOMEDICAL
Encourage public-private partnership
Work for win-win
Researchers
Academic
Industry
Regulatory Bodies
Entrepreneurs
INDUSTRIAL
AGRIBUSINESS
Development Agencies
Finance
Professional Services Legal /IPR, Media,
Recruitment etc
Make smart investments
Bet on people
ENVIRONMENTAL
Source Shahi, BioBusiness in Asia (Pearson
Prentice Hall, 2004)
24
Some Priority Areas for Cooperation and
Collaboration Government-Academia-Industry
  • Meeting National/Regional/International
    Economic/Technology Developmental Priorities
  • Contract Research Initiatives
  • Facilitating Commercialization of Publicly-funded
    RD and Managing IP
  • Bioethics
  • Regulatory
  • Public Health
  • Biosecurity
  • Incentivizing BioInnovation and
    BioEntrepreneurship
  • Raising Funding and Investment for Biotech
    including Cultivating Public Markets for Biotech
    Stocks, and the development of a viable VC
    industry
  • Public Education/Communication and the Training
    of Life Science Personnel

25
Some Thoughts on Rethinking Roles for Public
Versus Private Sector
Partnership Role for the Public Sector - honest
broker - regulator and information resource
provider - quality standards enforcer - defender
of the weak, the poor, the tragically ill -
provider of safety net Partnership Role for the
Private Sector - partner in international/nationa
l health development enterprise - focus on those
who can afford it - work with public sector to
provide facilities and resources on a
cost-sharing basis - private sector to take full
responsibility for commercially viable
enterprise - cost-sharing for activities which
may not be profitable with support from public
sector for unprofitable activities performed in
the public interest
Adapted from Shahi, EIU Healthcare Roundtable,
1999
26
Technology Assessment (and Economic
Considerations)
27
Technology Assessment
Technology Assessment a multi-disciplinary field
of policy analysis, which studies the medical,
social, ethical and economic implications of
development, diffusion and use of technologies.
Provides a bridge between scientific evidence,
the judgement of technology professionals, the
views of the general public, and the needs of
policymakers.
28
3 Basic Stages in Technology Assessment
There are three basic stages to technology
assessment 1) Resolving technical issues this
involves studying the safety, efficacy and when
applicable, the diagnostic accuracy of a product.
2) Determining applicability this involves
studying the actual clinical uses and
effectiveness of a product. Applicability issues
will often focus on how the product complements,
or will replace, a currently existing product (e.
g. the impact of CAT scanning on skull X-rays and
cerebral arteriography in head trauma). 3)
Analyzing second-order impact this involves the
economic, social and ethical aspects of the
product. It is understood that the drug or
product may be on the market even as this stage
of analysis is proceeding.
29
Making Things Happen in BioBusiness
  • Identify Summit opportunities
  • Recognize that BioBusiness innovation need not
    always be long life cycle
  • Life science/biotech/Bio-IT investment need not
    be high risk if you know what you are doing
  • More developed countries do not have a monopoly
    on good science and technology innovative
    concepts can be found everywhere
  • Protect IP assets. Recognize that IP is not just
    patents knowhow, knowwhy and knowwho can be
    just as important
  • Bet on people not only on technologies -
    committed and capable innovators/entrepreneurs
    will always find a way to win

30
  • Opportunities multiply as
  • they are seized.
  • Sun Tzu

31
Open Discussion and Synthesis
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