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3 Requisites for Successful Precompetitive Collaboration
Pages 13-20

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From page 13...
... · New ways of measuring achievement would provide incen tives for more researchers to participate in precompetitive collaborations. REQuISITES FROM THE PHARMACEuTICAL INDuSTRy Over the last five years, Pfizer has become involved with a number of precompetitive consortia, said Aidan Power, vice president and global head of Molecular Medicine for Pfizer.
From page 14...
... Another possibility for collaborative research, said Power, would be to look at whether compounds developed for one purpose have valuable uses with other diseases or disorders, since the pharmaceutical industry needs to improve its ability to identify effective compounds that target the appropriate biological mechanisms. Regarding the future, the precompetitive space is likely to continue to expand at the cost of internal development, Power said, as Pfizer has decided to reduce internal infrastructure costs to free up funds to invest in these ventures.
From page 15...
... They use many of the same positive and negative controls, share reporting elements and formats, have standards for adverse events and corrective actions, use the same nomenclature, participate in health information exchange systems within the labs and within the systems connected to the labs, and so on. In many of these cases, cooperation is required by the government, done to enhance patient care, or expected as part of the ethos of scientific work.
From page 16...
... The basic scientist has to publish, the clinician is promoted based on doing good clinical work and disseminating that knowledge, and the clinician scientist is trying to expand the translation of science to patients and expand patient care beyond the institution. As an example of the tensions that these different success measures can create, Cohen cited the merger of the UCSF and Stanford hospitals in the 1990s.
From page 17...
... Interdisciplinary research programs within or among institutions also need to be valued appropriately because currently, said Cohen, "even though many of our faculty have very strong relationships, they're competing for first authorship rather than competing for the best science." Strategic visions and scientific strategies need to be developed to allow individual scientific collaborations to advance more rapidly, according to Cohen. Potential collaborators throughout the academic community need to be identified, including among basic and clinician scientists, he continued.
From page 18...
... There are opportunities to develop nonexclusive consortia and networks with academics in what industry defines as precompetitive areas and to create incubators within academic health systems. These relationships need to be managed as a port Strategic Planning Board Coordinating Committee • Coordinate collaborative activities • Defines strategic goals • Identifies and leverages campus, • Identifies potential collaborative investigator expertise partnerships, opportunities • Manage database(s)
From page 19...
... Risk and the Academic Enterprise Stephen Eck, vice president for Translational Medicine and Pharmacogenomics at Eli Lilly and Company, observed that if academic investigators, and those who review their grants, are risk averse, industry is much more risk averse, since more is at stake. "How does precompetitive collaboration get those two sectors to actually work on the risky stuff that has potentially very high payoff?


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