Improving R&D productivity requires a balanced approach
In recent years pharmaceutical companies have implemented Operational Excellence (OpEx) in their R&D organizations to improve productivity but had only limited success. Practitioners and management start to question the effectiveness of process-focused improvement methodologies. In this article,...
| Verfasser: | |
|---|---|
| Dokumenttypen: | Artikel |
| Medientypen: | Text |
| Erscheinungsdatum: | 2014 |
| Publikation in MIAMI: | 12.03.2014 |
| Datum der letzten Änderung: | 21.03.2016 |
| Quelle: | Journal of Business Chemistry, 11 (2014) 1, S. 33-42 |
| Angaben zur Ausgabe: | [Electronic ed.] |
| Fachgebiet (DDC): | 330: Wirtschaft |
| Lizenz: | InC 1.0 |
| Sprache: | English |
| Anmerkungen: | Section "Practicioner’s Section" |
| Format: | PDF-Dokument |
| URN: | urn:nbn:de:hbz:6-33399589500 |
| Permalink: | https://nbn-resolving.de/urn:nbn:de:hbz:6-33399589500 |
| Onlinezugriff: | 2014_vol-11_iss1_33-42.pdf |
In recent years pharmaceutical companies have implemented Operational Excellence (OpEx) in their R&D organizations to improve productivity but had only limited success. Practitioners and management start to question the effectiveness of process-focused improvement methodologies. In this article, we illustrate a number of challenges OpEx practitioners face and argue that our long-held assumptions and lack of understanding of pharmaceutical R&D can prevent us from seeing the real problems. We recommend a balanced approach by integrating process management with organization’s project management capability in order to better engage the stakeholders and deliver both short-term results and long-term improvement.