'What gets measured gets fixed' and this is as true of the pharmaceutical industry as any other. The problem is that pharmaceutical businesses are complex. Drug research and development involves extended and expensive processes; defining appropriate metrics for these processes is not easy, yet ineffective or misguided metrics can be more damaging than none at all. David Zuckerman's Pharmaceutical Metrics is an extremely practical guide to selecting a system, selling it to top management, choosing and defining the right metrics for your system, communicating and displaying the results. And because metrics are about how to shape and develop your business, he explores how to deploy them organization-wide and make sure that they are driving business improvement. In order to reflect the needs of different types of pharmaceutical company the author uses four sample companies, throughout the book, to illustrate the principles for 'big pharma', 'micro pharma', a virtual development company and a CRO. This highly practical book provides a step-by-step guide to creating a state-of-the-art, strategy-driven metrics system for pharmaceutical R&D, supported by case studies of the techniques applied and tips for optimizing the system.
David S. Zuckerman is the world's foremost expert in the area of pharmaceutical R &D metrics, and lectures internationally on pharmaceutical metrics and balanced scorecards. He is owner and principal of Customized Improvement Strategies LLC - a management consulting firm that focuses on process improvement, organizational development, leadership development and change management; with clients that include large and small pharma R& D organizations, CROs and academic medical centers. Find out more about his work at www.rx-business.com
Contents: The case for Metrics; Selecting a Metrics System; Creating the Foundation Using Strategy Maps; Developing Performance Metrics; Rounding out Your R & D Scorecard: Developing Financial, Customer and Organizational Growth Metrics; Metric Tips and Tricks; Displaying your Metrics; Closing the Strategy Loop. Index.