SKIP INTRO

Helmet Technology – What Pharma Can Learn from the NHL About IT Infrastructure

There is no way for me to tell you a consulting story about resistance-to-change more absurd than what you’ve already experienced.  You know who they are, and why they cling to IE6, or Windows 95, or their 30lb PC desktop tower. Considered separately, each reason not to change isn’t crazy. You could almost be convinced[…]

5 Tips for Effective Portfolio Management

Imagine that you are Indiana Jones. A series of ancient doors lie before you. Behind one – unimaginable success, profitability, and reward. Behind the others – defeat, loss and failure. You have but a single key and too many possible doors – which to choose? Does this sound like your organization? This is the constant[…]

Top 5 Reasons Why Your Biotech Needs a Project Manager

If you work at a biotech or small pharmaceutical company, you are under the microscope. You have investors waiting for the next bit of good news to raise confidence in your hard work. Your budget is limited because all funds are being used to accumulate that new data and generate the next press release. Your[…]

Clinical Operations Process Improvement Metrics (Part V – Take the Long View)

In previous blog posts, I’ve zeroed in on two of the three main areas where companies struggle with metrics. This time, I’ll focus on the third – the use of short-sighted metrics. “Localized metrics” are metrics that measure small (individual or departmental) goals. They do not have a link to broader company objectives. This use can[…]

Laying the Foundation for Pharma Pipeline Decisions

It is well known that the days of Pharma thriving on blockbuster drugs are long gone. The drug development process is lengthy – currently spanning 15 years. And drugs on the market are coming off patent with few drugs to replace the significant revenue loss. As a result, measures to cut costs or just control[…]

Who am I? An Identity Management Crisis

Is it Greg Cohee, greg.cohee, gcohee, Greg_Cohee1, or GJC!2X785cze????? Ok, maybe you remember who you are but what is your password…today…for which system? Computers are pervasive in today’s workplace and our personal lives. They are a part of every process and do a great job of storing large amounts of data. They can ‘remember’ data[…]

Understanding Kaizen: It’s Mathematical

Math is the Queen of Science, beautiful and precise.  With math there is no wiggle room, it is not open to interpretation.  Math is black and white, 1’s and 0’s, and not something you can spin.  It is what it is.  So how is kaizen like math? Both are Principle Based We’ve all seen examples[…]

Resource Management: Less Complex Algorithms – More Meaningful Insights Part II

In part one of this blog, I told you how tired our client was of talking about algorithms. The frustration stemmed from the fact that algorithms should perfectly predict resource needs. But difficulty pinpointing the correct factor or two, office politics, and using overly complex algorithms get in the way of accurate predictions. Our client was much[…]

SharePoint Maturity and Kardashev: 0.72 H

A common question we get asked at Pharmica is how we measure organizational maturity in terms of how a client uses SharePoint.  Many times the client has a complex way of scoring various facets of collaboration and productivity, coming up with a score or a range on a continuum.  This then shows progress (or not),[…]

Clinical Operations Process Improvement Metrics (Part IV – Getting It Right)

As I’ve mentioned in previous blogs, many companies struggle with getting their metrics right. Examples of these struggles abound but usually fall into three general groups.  Last time I talked about collecting too much data.  Now I will discuss the second one, poor/misaligned data or lagging metrics. Each company is different and must decide for itself which[…]

Out with the In-house: Is a SharePoint-Based CTMS Solution Right for You?

In the past, many pharmaceutical companies built custom eClinical systems, like CTMS, to meet their clinical trial management needs.  The main reason for taking this ‘in-house’ approach has been the lack of commercially available solutions with sufficient flexibility to support the existing business processes.  While in-house solutions can be tailor-made to meet all of a[…]