[LESS INFO] 3 VIEWS | ADDED 17:07:27 09/16/08
What direction will emerging life science technology take in the next several years? Will new technologies succeed or fail? Will the public accept or reject new techniques? In a complex environment such as biosciences, multiple futures are possible, and no one can reliably predict how the future will unfold. So how do leaders anticipate and plan for a future that could take one of many possible outcomes?
Paul J.H. Schoemaker has led a team of researchers from the Mack Center for Technological Innovation at the Wharton School, together with his colleagues at Decision Strategies International, to develop four scenarios that describe the commmercialization potential of emerging bioscience technologies from now until 2020 and beyond.
Paul describes these four scenarios in "The Future of BioSciences: Four Scenarios for 2020." Joining him are Jerry Cacciotti, managing director of SDG's Life Sciences Practice, and Mary Linton Peters, a partner with experience in pharmaceutical, medical device, and biotech companies. With Paul, Jerry and Mary Linton will provide insights into how decision-makers can use these scenarios to plan for an uncertain future. Jim Lang, a frequent eBriefing presenter, is moderator.
About the Speakers
Paul J.H. Schoemaker is Research Director of the Mack Center for Technological Innovation, Wharton University, and founder, chairman, and CEO of Decision Strategies International. His main research interests are in the areas of business strategy, decision sciences, scenario planning, organizational dynamics, and emerging technologies. He has written over 70 academic and applied papers. Among the many books he has authored, co-authored, or edited are Decision Traps (with J. Edward Russo in 1989) and Profiting From Uncertainty (2002).
Jerry Cacciotti is managing director of SDG's Life Sciences Practice. He specializes in corporate strategy and R%D portfolio management for biopharmaceutical and medical technology companies. He has supported clients through major strategy transitions, including decisions to enter new regions or business sectors, to exit or reinvest in multi-billion-dollar franchises, and to realign direction at the broadest level. He has worked with clients during the M%A process, supporting transactions worth hundreds of billions of dollars. He has extensive experience in valuation, optimizing deal structure and negotiation strategy.
Mary Linton Peters is a partner in SDG's Life Sciences Practice. She specializes in strategy development, R%D portfolio management, and decision process design for pharmaceutical, medical device, and biotech companies. She has worked on strategy projects at the product, product-line, R%D portfolio, and marketing portfolio levels. A specialist in managing life sciences product alliances, she is co-author of the 2004 SDG white paper, "Alliance Management: Strategies to Maximize the Value of Partnership."
