Corresponding author:
Rajesh Krishna, PhD, FCP, FAAPS
Certara, USA Inc.
100 Overlook Center, Suite 101,
Princeton, NJ 08540
rajesh.krishna@certara.com
Phone: 609-921-5946
Manuscript word count: 1878
Reference count: 23
Table/figure count: 1
Keywords: COVID-19, hypervelocity, pandemics, organizational
behavior
ORCID Identifiers : Rajesh Krishna’s 16-digit ORCID identifier
is 0000-0002-3127-9732.
The branded pharmaceutical industry is a slow innovation industry,
because of the long time to market of new molecular entities (NME). On
average, it takes ~10-15 years from concept to product,
at a cost of ~$1-5 billion, and a failure rate of
~90% [1]. There are generally two reasons why the
timelines are long. One involves the linear phase sequencing of clinical
trials and the other, is around financial risks around probability of
technical and regulatory success. A perhaps more proximal issue is that
pharmaceutical R&D enterprises are organized around prioritized
investments, working on assets with the greatest return of investments.
There is much less appreciation or flexibility in leveraging expertise
around priorities that are often thrust on the system by external
forces, such as the current pandemic. Addressing emerging public health
concerns, including preparedness for epidemic/pandemic situations,
requires a hypervelocity mindset, which the current apparatus is least
prepared for. This commentary offers insight into the organizational
preparedness into mobilizing resources and scientific creativity for
accelerated timelines in response to pandemics.