Essay about Amgen Inc Case Analysis

EXECUTIVE SUMMARYSilicon Valley Medical Technologies (SIVMED) was founded as a research and development firm. In the beginning, SIVMED performed its own basic research, obtained patents on promising technologies, and then either sold or licensed the technologies to other firms which marketed the products. The firm has since then grown and is now contracted to perform research and testing for larger genetic engineering firms, biotechnology firms, the US government, and is now widely recognized as the leader in an emerging growth industry. SIVMED's founders were relatively wealthy individuals when they started company, and they committed a great deal of their own funds to the venture. Their personal funds, however, were soon exhausted by the

Nucleon is a small biotechnology start-up company focused on developing biotechnological pharmaceutical products based on a class of proteins known as cell regulating factors. The company has been in the market for five years, and currently, they are in the process of human trials for their first potential product, “cell regulating protein-1” (CRP-1). Overcoming these phases, Nucleon has to decide among several alternatives on producing CRP-1. Knowing that the process involved a tremendous amount of time and money, Nucleon has to choose the right decision for their long-term survival in the intensively competitive and high-stakes drug industry.

Merck is one of the biggest pharmaceutical companies in the world today. Although encountered with success, it still faces many problems today while trying to be the market leader competing against its competition. While being research and development driven company, Merck now has to go beyond R&D to stay competitive in the pharmaceutical industry. The main issue that seems to come up is that how far it can progress with the dual challenge of hitting peak annual financial performance while keeping the research pipeline full continued to weigh on senior management. Through the late 80s to early 90s, Merck was able to boast

- By bottom-up and interactive planning the top management gains a better picture of what is happening in the company. Even more important is that the leaders of the various product teams can estimate better how far they are from a breakthrough, which pitfalls have to be avoided and what can be expected in terms of sales and turnover.

The structure and design of organizations have drastically changed over the last twenty-five years. Organizations develop new goals at the beginning of the year or after the completion of previous goals, and heavily depend on planning to help achieve these goals. Planning is an integral part of organizational success, as upper management receives substantial information on various needs such as risk uncertainty, available resources, employee development, and unforeseen changes in technology (Daft, 2013). Most importantly, successful planning allows management to make effective decisions when unforeseen events arise within the organization. Not participating in planning is equivalent to taking a road trip across the country without a

In order to decide on the R&D portfolio, an objective quantitative analysis might not be suitable considering the high levels of uncertainities and consequently the risks involved in pharmaceutical research projects. It is important to have a qualitative analysis of the situation as a whole that includes Vertex’s own financial position, strategic implications, a quantitative analysis of its Portfolios with realistic estimations and a risk analysis of the portfolios.

Achieve a median composite eight-year product development cycle by 2010. Deliver two new molecular entity (NME) launches on average per year from 2010. In order to achieve the above objective, ensure that we have 10 or more NMEs in Phase III development by 2010. Development cycle times and quality for small molecules and biologics. Number of NME launches per year. Attrition rates. Number of development projects by phase. Number of in-licensing deals, alliances and acquisitions. R&D investment levels. Improving R&D quality and speed through leading-edge science, effective risk management and decision-making and overall business efficiency. Maximising the value of our biologics business and continuing to build a major presence in this fast-growing sector. Investing in external opportunities to enhance our internal innovation through in-licensing, alliances and acquisitions. 2008 target exceeded for small molecule development cycle times. NME and life-cycle management progressions

Extremely risky drug discovery and development, lengthening development times which increase development cost, return on investments, and generic competitors.

There are several rewards to consider with expansion of Biocon. Currently in India, there is a growing market for contract research organization and the growth of Biocon falls right within this opportunity. The growth is expected to last for more than few years with a rate that looks promising. Clinigene is expected to reap revenues much higher than the current Biocon and Syngene combined (Kalegaonkar A., Nov 4, 2008). It will take clinical studies to a higher level with better options in terms of drug manufacturing. With other countries ready to outsource the service of clinical studies, Clinigene’s future looks bright.

Chapter 4: How do you think planning in today’s organizations compares to planning in an organization 25 years ago? Do you think planning becomes more important or less important in a world where everything quickly changes and crises are a regular part of organizational life? Why?

The company has to be able judge its spending performance. Does not matter what type of company it is, the ability to measure performance using budgets is an important process in any business organisation. Planning helps to understand where business is at present and where it is going to be in the future. Company’s planning process has to involve different developing objectives and prepare

Glaister, K, W and Falshaw, J, R, 1999, ‘Strategic planning still going strong’, Long Range Planning,

I have learned a few things about planning from reading the case study on General Motors. The first thing I learned was that SMART goals are actually very common and once I knew what they were I can see how almost all businesses use them. Seeing them put to use in this case study was very helpful and practical. Goals that may seem unattainable at first can be very attainable as you set out further goals and use the planning/control cycle to tweak your initial plan. GM wanted to boost sales so they offered big incentives, this was how GM worked prior to their federal bailout. Once they realized they wanted to change their goals and switch the company’s

The main pitfall of planning is the misconception members have believing that planning solves problems. Too often, planners rely on opinions and hunches rather than facts. Once a plan has been established, all members in the organization need to be aware that issues may arise down the line and work environment can change unexpectedly. Some companies become so committed to achieving their goals that they fail to recognize the incremental changes in their plan and work environment. The lack of flexibility and creativity in an action plan can significantly affect an organization’s purpose. Another comparison to a good planning is the goal setting process. Goal setting can help turn a company’s vision into a reality, if the process is used accordingly. By precisely knowing what to achieve, associates can focus their effort on what is more important than on things that are less important. Goals require flexibility in the process, if there is no flexibility added to the process, goals would soon provide no reason at all. One way of setting effective and achievable goals is to use the S.M.A.R.T guideline. The S.M.A.R.T guideline is the first component of the goals setting process and is a useful tool in planning. The acronym stands for Specific, Measurable, Attainable, Realistic, and Timely. Clear and Specific goals are easier to accomplish than common goals because it contains a specific reason that clearly defines what is about to happen. In addition to being

Every organisation must plan every action it intends to take, in the short-term as well as in the long-term. The company, on the basis of the objectives set by the top management of the organisation should plan for growth, expansion, restructuring of business or otherwise. Every company needs to plan out its strategies according to its future plans in order to avoid surprises and to overcome any challenges they may have to face. Therefore, without planning, the organisation cannot achieve any of its goals.