McKinsey Quarterly is the business journal of McKinsey & Company.
February 2012
The country may well foster new models of innovation, but success will require a long-term commitment and talent development.
Chinese innovation is evolving in diverse ways and at an uneven pace across a range of different industries. Presented here are ground-level views from three of them: automobiles, semiconductors, and pharmaceuticals.
December 2011
Lower profit margins suggest a need for new business models.
June 2010
A system governed by Africans in Africa is needed to provide a sustainable funding mechanism that would encourage African scientists to collaborate on common health concerns, share expertise, and build capacity.
February 2010
By taking advantage of a range of innovative R&D financing and partnership models, pharmaceutical companies can place more bets with less money, less work, and less risk.
Gone is the time when R&D in developed markets could meet the pharmaceutical needs of emerging ones. A local presence is required.
Personalized medicine promises to increase the quality of clinical care and, in some cases, to decrease health care costs. The biggest hurdles are economic, not scientific.
Scientific innovation is not the only route to higher R&D productivity. Attention to the familiar management areas of cost, speed, and decision making can still reap rewards.
July 2009
The CEO and chairman of Novartis AG shares his personal approach to management and leadership and discusses health care reform, the economic downturn, and executive compensation.
April 2009
By matching the productivity of top drugmakers, average ones could enjoy labor and unit-cost savings worth five to six percentage points of earnings before interest and taxes.
December 2008
Making health care more affordable is the key to making the US system sustainable. We can bring three of the largest sources of underlying costs and their growth under control.
August 2008
Mapping the way decision makers interact could hasten the introduction of vaccines.
Generics manufacturers have prospered in Central and Eastern European markets of late, but the regulatory landscape is changing. Companies must take action if they are to surmount the competition.
February 2008
China’s pharmaceutical market is growing by upward of 20 percent a year, but global drug companies still must capture its full potential.
December 2007
Makers of generic and branded drugs alike stand to gain by developing the country's fledgling market.
September 2007
For pharmaceutical and medical-product companies, adopting world-class manufacturing processes can create a competitive advantage by reducing regulatory risk and production costs.
July 2007
The first wave of IT improvements solved some problems, but opportunities remain. Now it’s time for a more comprehensive approach.
November 2006
Improving adherence to drug regimens can save lives and reduce health care costs.
Pharma companies should learn to segment the drugs in their pipelines by risk.
July 2006
Although late to offshoring, pharma companies stand to benefit at least as much as those in other industries.
January 2006
Pharma's health will depend on a dose of IT to improve efficiency and innovation.
September 2004
Focusing on the diversity within emerging markets can help pharma companies serve them profitably.
August 2004
Pharma companies should reassess their mix of internally and externally developed products.
Efficacy isn’t everything.
February 2004
As joint ventures become more complex, a division of labor is sometimes the key to successful partnerships.
May 2003
The animal health industry will grow steadily over the next several years, providing solid if unspectacular profits for the pharma companies that own most of the businesses in it—but may now wish to divest them.
Despite restrictions on drug advertising in Japan, recent pilot campaigns suggest new ways for companies to reach out to patients.
November 2002
In an industry in which many mergers have failed to create value, Fred Hassan has used them to take Pharmacia into the pharmaceutical big leagues. Here he explains how.
Pharmaceutical companies that license drugs too late are losing out on significant amounts of value.
August 2002
Pharmaceutical companies have lost their focus on doctors. The key to higher sales is regaining it.
June 2002
A shortfall in plant capacity threatens to slow down the delivery of protein-based therapeutics.
May 2002
US pharma companies often miss their deadlines when testing new drugs. The use of marketing techniques to manage the recruitment of patients for clinical trials could speed things up considerably.
December 2001
Governments and international organizations could reduce the financial risks borne by the developers and marketers of vaccines—and thereby make them cheaper and more plentiful.
May 2001
Observers and analysts are looking forward to a profusion of innovative drugs, but they have paid far less attention to the business challenge of the "new biology."
Size can benefit drug manufacturers, but only if they manage it.
February 2001
India’s drug companies will soon have to compete against global ones—by global rules.
Midsize companies need to think small—before the big ones do.
August 2000
Swiss companies participated strongly in the pharmaceutical industry’s recent golden age of wealth creation, but it was their US rivals that set the benchmarks in stock value and performance. “Swiss drug makers: Facing the US giants” describes the moves the Swiss must make to secure their future.
May 2000
The billions so far laid out on direct-to-consumer ads for prescription drugs have mostly failed to deliver. Yet the successes of a few companies show that failure is hardly inevitable.
February 2000
Drug companies are more and more likely to license promising pharmaceutical compounds from other companies rather than develop their own. But does licensing pay?
November 1999
Genetic technologies promise to transform the overall economics of developing and selling drugs. For companies in the pharmaceutical and biotechnology industries, the question isn't whether to invest but how soon.
November 1996
Since price decontrol, the nominal growth rate has increased to 19 percent per year. Experience has led multinational pharmaceutical companies to cast a jaundiced eye on India’s basic research capabilities. They should reconsider.
May 1996
Overcapacity still costs the industry almost half its value. What premiums? Savings can amount to 40 percent of an acquisition’s costs. Could all medical needs be met with 247 drugs?
JANUARY 2012
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