Incentives And Less Fear Of Failure: How GSK Is Driving Early-Stage Research In Its DPUs
Most of GlaxoSmithKline's early-stage research organizations, discovery performance units, survive a three-year review cycle, with co-localization, monetary incentives and career support leading a change of culture.
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Though it has left behind the “industrialized” R&D approaches from the 1990s, Glaxo thinks its R&D revolution has produced strong growth that will get it back into major markets and maintain an output of three to five significant drug approvals per year. With that progress in sight, the firm is ready to transform its manufacturing and commercial model in the same way it recreated R&D.
During a nearly two-hour R&D seminar, executives at GlaxoSmithKline PLC described the company's evolving strategy, detailing the organization's goals, capital allocation, and productivity performance, and providing a glimpse into the ongoing work within six of its 40 biotech-like discovery performance units.
At its latest R&D review, GSK has culled three of its biotech-like discovery performance units and created four new ones. But less important than the numbers is the new culture, claims CEO Andrew Witty