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Schering-Plough
06 июня, 10:20

L1 Фридмана инвестирует $2-3 млрд в здравоохранение

Компания LetterOne российских миллиардеров Михаила Фридмана, Германа Хана и Алексея Кузьмичева планирует вложить через свое подразделение в США  L1 Health от $2 млрд до $...

17 мая, 13:07

Крупные зарубежные фармкомпании оказались в центре коррупционного скандала

В первом квартале текущего года специалисты Европейского агентства по лекарственным средствам (EMA) выявили нарушения производственных стандартов на двенадцати фармпредприятиях Европы и Китая.

23 декабря 2015, 07:16

Отмороженные средства: зачем скупать разработки забытых лекарств

У тридцатилетнего инвестора с биологическим образованием Вивека Рамасвами есть шанс стать самым молодым миллиардером в мире

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18 декабря 2015, 14:40

Biotech New Venture Formation: Reflecting On A Decade's Changing Dynamics

This year I celebrated my 10-year work anniversary with Atlas. Hard to believe how fast a decade flies by, and this milestone triggered some reflections on how times have changed in biotech and the early stage venture business. As we all know, the biopharma industry has changed a lot. Wyeth, Schering-Plough, [...]

06 августа 2015, 14:00

Identifying the Skills That Can Help You Change Careers

A lot of talented people grapple with the disruption of having to switch jobs or careers and figuring out how their current profession’s skills can be applied in a fulfilling new way. The good news is that other industries may value your talents just as much, if not more, than your existing one. The challenges are understanding what those talents are and packaging them in a way that their value to others is apparent. I made a career switch seven years ago, when I went from working as a reporter at the Financial Times, where I covered health care in the United States, to consulting — advising CEOs in the pharmaceutical industry on thought leadership and articulating their corporate strategies. Since then, many friends and strangers have sought my advice about career paths outside of newspaper journalism. From these conversations, I learned a broader lesson about reinventing yourself: It is tragically easy to take for granted some of your most important skills and attributes. The trouble comes from an identity trap. People associate their core skills with their old profession and assume that those skills are less valuable elsewhere. In fact, they might actually be worth more on the outside. Consider the legal field. It has long been widely acknowledged that legal skills are broadly applicable to all kinds of careers: business, politics, finance, even sports coaching, fiction writing, and journalism. Presentation and communication skills, analytical thought, diligent preparation, and attention to details are all highly prized. The same is true of other professions. From inside an industry, fundamental skills can seem like a commodity. But to outsiders, they may be crucial to succeeding in 21st century business and life. In the case of journalists, that means the ability to: Communicate clearly. Inside the profession writing is like breathing — involuntary, common, barely noticed. But outside, the skills of storytelling, structure, and clarity of communication in any form or medium, including the digital, are highly valuable. Execute fast. Everywhere I turn I hear leaders stress the need for speed and agility to create a competitive edge. Few people or organizations can match the speed with which a newsroom and its reporters can execute. Every newspaper reporter has probably written an important story in under 30 minutes to make an edition — analyzing and digesting incredible amounts of information, formulating ideas, and making decisions before the clock runs out. Think creatively. At any level of an organization, and particularly at the top levels, the ability to find and piece together disparate bits of information to form a new view of the whole is essential. Journalists do this nearly every hour of every day — driven by the desire to get to the root causes of events and issues. Build networks. Inside the profession, building an extensive network of contacts and sources for stories is like tying your shoelaces. A friend once said to me, “You actually go to lunch with strangers and find something to talk about the whole time?” It had never occurred to me before that others would find this hard to do. Consider how many articles, advice columns, and books have been devoted to networking and its value for decision making, personal success, and better understanding of the external environment. Journalists can build connections and bring new ideas into an organization as a matter of routine. Act with courage.  Many journalists put their name on the line every day. David Carr, the late New York Times columnist, once said that the moment a controversial story goes live, you brace yourself in anticipation of the “boom.” Your work is publicly scrutinized every day. What leader wouldn’t see this fortitude as a valuable asset in any line of work? So how does one identify his or her transplantable core skills? Here are some simple, commonsensical steps. Tap other reinventers. Take a step back and think about the skills that are crucial to excelling in your existing industry. Consult with people who have already transitioned from your industry to a different career. Discuss what core skills you might be overlooking and how they could apply outside. The range of potential applications is probably broader than you think. Confer with outsiders. Talk with a wide range of folks outside your industry, especially people who have interacted with you professionally. Ask them for their opinions of your core skills. I talked with several CEOs at health care companies. You should also ask: How you should market them? What are less-obvious functions or organizations looking for such skills? What are the obstacles to landing such work? Create a strategic message. This is often overlooked. The best CEO strategists with whom I have worked distill what a company needs to do to a stunning simplicity. For instance, Fred Hassan’s successful turnaround strategy for drug maker Schering-Plough was: “Grow the topline; grow the R&D pipeline; reduce costs and invest wisely.” Individuals should do the same thing – which is how I came up with: “Communicate clearly, execute fast, think creatively, build networks, and act with courage.” The skills you take for granted just might be gold. When you position them the right way, you might be able to launch a brilliant second career.

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16 октября 2014, 20:50

Merck and Ranbaxy settle Medicaid suits

Without admitting to any wrongdoing, Merck's (MRK -2%) Organon unit agrees to pay $31M to settle allegations that it overcharged several states' Medicaid programs. Organon also allegedly offered kickbacks to nursing home pharmacies to support the use of its Remeron antidepressant and promoted it for non-approved indications.Merck acquired Organon as part of its takeover of Schering-Plough in 2009.Indian generic firm Ranbaxy Laboratories (OTC:RBXLY) agrees to pay almost $40M to Texas to resolve allegations that it violated the Medicaid Fraud Prevention Act there by charging inflated prices. Post your comment!

19 июля 2014, 00:19

Is Bigger Better?

At the end of the recession, growth slowed, and companies were sitting on cash. As a result, there was a flurry of acquisitions. Some large and notable M&A activity in this period were the deals for Kraft/Cadbury, Dow/Rohm and Haas, Pfizer/Wyeth, and Merck/Schering-Plough. Today, we have a similar situation. Growth has [...]

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10 июня 2014, 16:01

Biopharmaceutical Industry Consolidation Diminishes Future Drug Discovery

Literally dozens of pharmaceutical companies have disappeared over the last 20 years, not just small companies, but major ones like Upjohn, Pharmacia, Searle, Warner-Lambert and Schering-Plough. They have disappeared for excellent business reasons. But as a result, at a time when there is an explosion in the understanding of the cause of diseases, industry contraction has resulted in fewer scientists pursuing these new insights. In the long term, that doesn’t benefit the world’s health.

07 февраля 2014, 21:31

Merck To Pay $100 Million In NuvaRing Settlement

WASHINGTON -- Merck & Co. will pay $100 million to resolve thousands of lawsuits alleging its NuvaRing contraceptive device causes potentially fatal blood clots, according to a settlement announced Friday. The settlement addresses as many as 3,800 cases in federal and state courts in Missouri and New Jersey, as well as certain unfiled claims that meet specific eligibility requirements. The $100 million payout, averaging more than $58,000 per case, will be contingent upon at least 95 percent of the eligible claimants opting into the program. Thousands of women have accused Merck of misleading consumers about the risks associated with NuvaRing, namely a higher risk of blood clots than other hormonal contraceptives. The drugmaker denied fault under the agreement and continued to stand by the safety of its product in a statement provided to The Huffington Post. "We stand behind the research that supported the approval of NuvaRing, and our continued work to monitor the safety of the medicine," said Merck spokeswoman Lainie Keller. "There is substantial evidence to support the safety and efficacy of NuvaRing, and we encourage women to work jointly with their healthcare providers to discuss benefits and risks of any contraception approach before choosing an option that is right for them." Roger Denton, one of the lead counsels for the plaintiffs suing Merck in federal court, praised the settlement, which came after close to one year of negotiations. "I believe that the settlement program announced today, both in NJ and in the MDL Court in St. Louis, is an outstanding result and in the best interests of all the women who have suffered an injury associated with the use of NuvaRing," Denton said in a statement to HuffPost. "The settlement program is a simplified and cost effective method that will bring the most compensation to the injured claimants and is fully endorsed by Judge Rodney Sippel, the MDL judge in St. Louis, Judge Brain Martinotti, the presiding mass tort judge in New Jersey, as well as the court-appointed mediator, retired federal Judge Wayne Andersen of Chicago." NuvaRing was originally manufactured by the pharmaceutical company Organon and approved by the Food and Drug Administration in 2001. Organon was acquired in 2007 by Schering-Plough, which merged with Merck in 2009. NuvaRing generated $623 million globally in 2012, according to its financial report. A Huffington Post investigation in December found that during the approval process, the FDA had concerns about NuvaRing's safety, and recommended that Organon include a statement in its packaging to warn women and health care providers that the device may carry an elevated risk of blood clots. Internal company emails showed the drugmaker was adamantly opposed to including such a statement and fought successfully to keep it out of their warning label. NuvaRing is currently marketed in more than 50 countries and has proven effective for the majority of its users. Several studies since its approval have nonetheless suggested that the type of progestin used in the device, as well as the way it dispenses hormones into the bloodstream, may put women at a higher risk of blood clots. Merck was ordered to pay significantly less money than German drugmaker Bayer AG, which has faced similar allegations regarding its birth control pills Yaz and Yazmin. Last year, Bayer confirmed it had paid nearly $1.6 billion to settle thousands of lawsuits after women alleged that the pills had caused them to develop near-fatal blood clots.

07 февраля 2014, 21:31

Merck To Pay $100 Million In NuvaRing Settlement

WASHINGTON -- Merck & Co. will pay $100 million to resolve thousands of lawsuits alleging its NuvaRing contraceptive device causes potentially fatal blood clots, according to a settlement announced Friday. The settlement addresses as many as 3,800 cases in federal and state courts in Missouri and New Jersey, as well as certain unfiled claims that meet specific eligibility requirements. The $100 million payout, averaging more than $58,000 per case, will be contingent upon at least 95 percent of the eligible claimants opting into the program. Thousands of women have accused Merck of misleading consumers about the risks associated with NuvaRing, namely a higher risk of blood clots than other hormonal contraceptives. The drugmaker denied fault under the agreement and continued to stand by the safety of its product in a statement provided to The Huffington Post. "We stand behind the research that supported the approval of NuvaRing, and our continued work to monitor the safety of the medicine," said Merck spokeswoman Lainie Keller. "There is substantial evidence to support the safety and efficacy of NuvaRing, and we encourage women to work jointly with their healthcare providers to discuss benefits and risks of any contraception approach before choosing an option that is right for them." Roger Denton, one of the lead counsels for the plaintiffs suing Merck in federal court, praised the settlement, which came after close to one year of negotiations. "I believe that the settlement program announced today, both in NJ and in the MDL Court in St. Louis, is an outstanding result and in the best interests of all the women who have suffered an injury associated with the use of NuvaRing," Denton said in a statement to HuffPost. "The settlement program is a simplified and cost effective method that will bring the most compensation to the injured claimants and is fully endorsed by Judge Rodney Sippel, the MDL judge in St. Louis, Judge Brain Martinotti, the presiding mass tort judge in New Jersey, as well as the court-appointed mediator, retired federal Judge Wayne Andersen of Chicago." NuvaRing was originally manufactured by the pharmaceutical company Organon and approved by the Food and Drug Administration in 2001. Organon was acquired in 2007 by Schering-Plough, which merged with Merck in 2009. NuvaRing generated $623 million globally in 2012, according to its financial report. A Huffington Post investigation in December found that during the approval process, the FDA had concerns about NuvaRing's safety, and recommended that Organon include a statement in its packaging to warn women and health care providers that the device may carry an elevated risk of blood clots. Internal company emails showed the drugmaker was adamantly opposed to including such a statement and fought successfully to keep it out of their warning label. NuvaRing is currently marketed in more than 50 countries and has proven effective for the majority of its users. Several studies since its approval have nonetheless suggested that the type of progestin used in the device, as well as the way it dispenses hormones into the bloodstream, may put women at a higher risk of blood clots. Merck was ordered to pay significantly less money than German drugmaker Bayer AG, which has faced similar allegations regarding its birth control pills Yaz and Yazmin. Last year, Bayer confirmed it had paid nearly $1.6 billion to settle thousands of lawsuits after women alleged that the pills had caused them to develop near-fatal blood clots.

Выбор редакции
19 декабря 2013, 23:21

French authority alleges anti-competitive practices in opioid addiction market

The French Competition Authority dishes out some €16M in fines for the allegedly anti-competitive tactics employed by Schering-Plough (MRK -0.6%) and Reckitt Benckiser in marketing the opioid addiction treatment Subutex back in 2005. The move is tied to a complaint filed by Actavis (ACT -0.2%) unit Arrow Generiques which claims Schering-Plough spoke ill of a generic version during sales calls and "granted pharmacists unjustified discounts to prompt them to stock up on Subutex instead," Reuters notes.MRK is "reviewing the decision." Post your comment!

17 июня 2013, 18:00

Reinvent Your Company Through Culture

In both C suites and boardrooms, discussions about business performance usually center on topics like market momentum, M&A opportunities, capital management, and productivity enhancements. While these factors are important, in my experience they are best leveraged when employees are engaged, aligned, and motivated to win. In the course of leading six successful turnarounds and transformations at Schering-Plough, Pharmacia, Pharmacia and Upjohn, Wyeth, and two operating units within Novartis, I've learned that culture can be powerfully leveraged to enhance long-term success. Yet many executives don't make culture a priority. It was this disconnect that prompted me to write my recent book, Reinvent: A Leader's Playbook for Serial Success. Every individual on every team in a company can strive, together, to deliver beyond what is deemed possible. For employees to do that, they need to feel a powerful sense of purpose, reinforced by a culture of ownership, accountability, and continuous learning. In 1997, when I first took over as the new CEO of Pharmacia & Upjohn, the company had just undergone a merger that had gone very bad. One reason was a disjointed leadership structure — comprised of three "business centers" in Stockholm, Milan, and Kalamazoo, Michigan, and one new "management center" in Windsor, near London — that had been negotiated as part of the 1995 merger. Internal tribalism was hurting the company. To align and motivate employees to work together, we eliminated all four centers and created one new streamlined operation in New Jersey. We also shrank the corporate management team by half. This also helped us get rid of a few "culture resisters," senior people who opposed constructive change. Pharmacia & Upjohn made a startling turnaround and then merged with Monsanto in 2000 to triple its size to a $52 billion market cap. These are some of the steps that helped me reinvent through culture: Set clear expectations Show the path of the journey, set an ambitious strategy, and get a mandate for change from the people, so they become ready to make the necessary sacrifices. Role model positive attitudes and behaviors Leaders, starting with the CEO, must consistently act with the same business authenticity that they want to see in their teams. At all the companies I led, we published five or six behaviors we all expected of each other so that we could share, learn, innovate, and grow as individuals and as members of a team. I remember visiting our Schering-Plough team in Seoul, South Korea, in 2009 and was impressed with how well our local team had built ownership and resonance with this list of behaviors. They told me they wanted to do this because they sensed authenticity within the top ranks. Build trust Trust in the senior leadership team is an important indicator of organizational health. To build trust, CEOs must actively show employees that they make fair decisions, value people, and value good work. This also means valuing integrity. When I joined Schering-Plough as CEO in 2003, the company was in trouble with authorities over alleged marketing practices. We subsequently cut the commission structure, and I had to face 3,000 employees, most of them unhappy, at the national sales meeting. I knew my methods were controversial, but I wanted these employees to consider themselves medical information providers, not just commission-driven sales representatives. I told them, as their new CEO, to walk away from any sale that would undermine their integrity and encouraged them to choose long-term trust building over short-term financial gain. Many were surprised at the resulting standing ovation. The meeting was a game changer. We went on to deliver 17 consecutive quarters of double-digit sales growth. Execute via a high-performance culture A culture of ownership, accountability, and continuous learning leads to powerful execution. Leaders should keep encouraging employees to take ownership of both the problems and the solutions. In 2004, when Schering-Plough had to go into a clean-up mode after severe compliance challenges in manufacturing and marketing, our compliance team, led by Brent Saunders (now CEO of Bausch+Lomb), put mirrors throughout the global network of sites with a phone number to call if they witnessed any wrongdoing. The mirrors signaled our new culture in which employees looked at themselves in fixing compliance and turning the company around. In today's era of accelerating — and even lurching — change, culture can still lead to unexpectedly strong performance. The good news is that while it requires time, commitment, and a strong CEO leader, a high performance culture can be built into almost any business. And serial success can follow.

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05 октября 2012, 18:48

Avon ([[ACP]] +6%) investors hoping for some sort of deal for the company may get their wish with the hiring of Fred Hassan as CEO. The P-E executive made his bones as a turnaround expert and, as then-CEO of Schering-Plough, steered the company to its sale to Merck.

Avon (ACP +6%) investors hoping for some sort of deal for the company may get their wish with the hiring of Fred Hassan as CEO. The P-E executive made his bones as a turnaround expert and, as then-CEO of Schering-Plough, steered the company to its sale to Merck. Post your comment!

14 сентября 2012, 01:36

President Obama Announces More Key Administration Posts

WASHINGTON – Today, President Barack Obama announced his intent to nominate the following individuals to key Administration posts: • Mark Doms – Under Secretary for Economic Affairs, Department of Commerce • Deborah Ann McCarthy – Ambassador to the Republic of Lithuania, Department of State • William Shaw McDermott – Member, Board of Directors of the Metropolitan Washington Airports Authority • Walter G. Secada – Member, Board of Trustees of the Barry Goldwater Scholarship and Excellence in Education Foundation • Nina Mitchell Wells  – Member, Board of Directors of the Metropolitan Washington Airports Authority President Obama also announced his intent to appoint the following individual to a key Administration post: • Alex Krieger – Member, Commission of Fine Arts President Obama said, “I am grateful these accomplished men and women have agreed to join this Administration, and I’m confident they will serve ably in these important roles. I look forward to working with them in the months and years ahead.” President Obama announced his intent to nominate the following individuals to key Administration posts: Dr. Mark Doms, Nominee for Under Secretary for Economic Affairs, Department of Commerce Dr. Mark Doms is Chief Economist at the United States Department of Commerce (DOC), a position he has held since August 2009.  Prior to joining DOC, Dr. Doms was Senior Economist at the Federal Reserve Bank of San Francisco.  From 1996 to 2002, he worked within the Research and Statistics Division at the Board of Governors of the Federal Reserve in Washington, D.C., where he focused on innovation, productivity, wages, the manufacturing sector, and price measurement.  Dr. Doms worked with the Organization for Economic Co-operation and Development from 1995 to 1996. In 1992, he began his career in federal service at the Department of Commerce in the Center for Economic Studies.  He received a B.A. in Mathematics and Economics from the University of Maryland Baltimore County and a Ph.D. in Economics from the University of Wisconsin-Madison. Deborah Ann McCarthy, Nominee for Ambassador to the Republic of Lithuania, Department of State Deborah Ann McCarthy, a career member of the Senior Foreign Service, Class of Minister-Counselor, currently serves as Principal Deputy Assistant Secretary of State for Economic and Business Affairs.  Previous positions with the Department of State include Deputy Chief of Mission at the U.S. Embassy in Athens, Greece from 2008 to 2010, Special Coordinator for Venezuelan Affairs from 2006 to 2007, Senior Advisor for Counter Terrorism from 2004 to 2006, and Deputy Assistant Secretary in the Bureau of International Narcotics and Law Enforcement from 2002 to 2004.  Additional overseas assignments include Consul General in Montreal, Canada (2001 to 2002), Deputy Chief of Mission at the U.S. Embassy in Managua, Nicaragua (1998 to 2001), and Economic Counselor in Paris, France (1996 to 1998) and Port au Prince, Haiti (1991 to 1993).   Ms. McCarthy received a B.A. from the University of Virginia, and an M.A. and an M.S.F.S. from Georgetown University.   William Shaw McDermott, Nominee for Member, Board of Directors of the Metropolitan Washington Airports Authority William Shaw McDermott is a Partner at K&L Gates LLP, where he has served as an Administrative Partner and a Member of the Management Committee.  From 1981 to 1990, he was a founding member of the law firm McDermott & Rizzo and he was a lawyer at Choate Hall & Stewart from 1976 to 1981.  He served as a law clerk to Judge Andrew A. Caffrey of the United States District Court for the District of Massachusetts from 1975 to 1976.  Mr. McDermott serves on the Leadership Council of the Harvard School of Public Health and the Board of Directors of the Harvard Medical Faculty Physicians at the Beth Israel Deaconess Medical Center.  He has served the Boston Bar Foundation in several leadership roles, including as President from 2008 to 2010.  Mr. McDermott received an A.B. from Harvard University and a J.D. from the University of Virginia School of Law. Dr. Walter G. Secada, Nominee for Member, Board of Trustees of the Barry Goldwater Scholarship and Excellence in Education Foundation Dr. Walter G. Secada is a Professor of Teaching and Learning, and the Senior Associate Dean of the School of Education and Human Development at the University of Miami.  From 1985 to 2003, Dr. Secada held numerous positions at the University of Wisconsin-Madison, including Professor of Curriculum and Instruction from 1994 to 2003, and Director of the Diversity in Mathematics Education program at the Wisconsin Center for Education Research from 2001 to 2003.  From 1995 to 1996, Dr. Secada was the Director of the Hispanic Dropout Project at the U.S. Department of Education.  He is a member of the National Association for Bilingual Education, the Fulbright Association, the National Council of Teachers of Mathematics, and the American Educational Research Association. As a Fulbright Fellow, Dr. Secada was a consultant to the Universidad Catolica San Pablo in Peru.  Dr. Secada earned a B.A. from the University of Notre Dame, and an M.S. and a Ph.D. from Northwestern University. Nina Mitchell Wells, Nominee for Member, Board of Directors of the Metropolitan Washington Airports Authority Nina Mitchell Wells served as New Jersey Secretary of State from 2006 to 2010 under Governor Jon Corzine.  Previously, from 1998 to 2004, she served as Vice President for Public Affairs at Schering-Plough Corporation and President of the Schering-Plough Foundation.  Ms. Wells served as Assistant Dean for the Minority Student Program, Rutgers University School of Law from 1996 to 1997 and Vice President and Senior Attorney at the CIT Group, Inc. from 1994 to 1996.  Ms. Wells has served on the Boards of the New Jersey Public Broadcasting Authority, St. Barnabas Medical Center, The New Jersey Performing Arts Center, and the Advisory Board of Teach for America.  She received a B.A. from Newton College of the Sacred Heart (now Boston College) and a J.D. from Suffolk University Law School. President Obama also announced his intent to appoint the following individual to a key Administration post: Alex Krieger, Appointee for Member, Commission of Fine Arts Alex Krieger is a professor at the Harvard Graduate School of Design, where he has taught since 1977.  He is a founding principal of the architecture and urban design firm Chan Krieger Sieniewicz, which is now part of Chan Krieger NBBJ.  Mr. Krieger served as Chair of Harvard’s Department of Urban Planning and Design from 1998 to 2004, as Director of Harvard's Urban Design Program from 1992 to 2000, and as Associate Chairman of the Department of Architecture from 1985 to 1989.  From 1994 to 1998, he served as the Director of the National Endowment for the Arts Mayor’s Institute on City Design.  Mr. Krieger’s publications include Remaking the Urban Waterfront and A Design Primer for Towns and Cities.  In addition, Mr. Krieger is a National Design Peer for the General Services Administration, and is the founder and co-director of the Large City Planners Institute. He received a B.Arch. from Cornell University and an M.C.P.U.D. from Harvard University.

11 сентября 2012, 20:29

Merck ([[MRK]] +0.5%) gets a boost out of positive comments out of Barron's yesterday, saying that promising new drugs and a strong dividend should keep investors buying it for some time to come. Moreover, Barron's adds, headcount reductions and synergies from its Schering-Plough acquisition of have gone a long way towards improving the company's margin and growth outlook. Although the stock is trading near 52-week highs, there still may be some life left in the shares.

Merck (MRK +0.5%) gets a boost out of positive comments out of Barron's yesterday, saying that promising new drugs and a strong dividend should keep investors buying it for some time to come. Moreover, Barron's adds, headcount reductions and synergies from its Schering-Plough acquisition of have gone a long way towards improving the company's margin and growth outlook. Although the stock is trading near 52-week highs, there still may be some life left in the shares. Post your comment!