Jakub Kaczor

Vice President, Lumanity · Person

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Jakub Kaczor — Vice President, Lumanity. Tracked across 20 mentions in podcasts and expert conversations analyzed by Sonic.

What Jakub Kaczor has said

Without a designated portfolio owner or function, the financial interests of individual brand P&Ls will likely override broader portfolio strategy.

bearish·Jakub Kaczor

The $300 billion in revenue at risk from the 2030 patent cliff represents approximately one-sixth of the entire pharmaceutical industry's revenue.

bearish·Jakub Kaczor

Positioning a pharmaceutical portfolio for the current competitive landscape is a flawed strategy, as rapid changes in the market can make that positioning obsolete within months.

bearish·Jakub Kaczor

Without a designated portfolio owner or function, the financial interests of individual brand P&Ls will likely override broader portfolio strategy.

Expert perspectiveJakub KaczorJul 9

The $300 billion in revenue at risk from the 2030 patent cliff represents approximately one-sixth of the entire pharmaceutical industry's revenue.

Expert perspectiveJakub KaczorJul 9

Positioning a pharmaceutical portfolio for the current competitive landscape is a flawed strategy, as rapid changes in the market can make that positioning obsolete within months.

Expert perspectiveJakub KaczorJul 9

A strong 'brand ego' among individual product teams is a primary obstacle to a successful portfolio-wide strategy.

Expert perspectiveJakub KaczorJul 9

According to an article from Evaluate, the big pharma industry faces a patent cliff by 2030 that could eliminate $300 billion in revenue.

Expert perspectiveJakub KaczorJul 9

Companies such as AbbVie in immunology, Novo Nordisk in diabetes, and Johnson & Johnson in multiple myeloma have all faced the challenge of co-positioning multiple assets in the same therapy area.

Expert perspectiveJakub KaczorJul 9

By the time a pharmaceutical asset is launched, key strategic options such as patient targeting in studies, endpoint selection, and label language are largely fixed and cannot be changed.

Expert perspectiveJakub KaczorJul 9

The more disciplined a pharmaceutical company's R&D strategy is, the more likely it is to create products that compete with each other in the market.

Expert perspectiveJakub KaczorJul 9

A common reason for the failure of portfolio co-positioning efforts is that individual brand teams lack objectivity due to their attachment to their own asset's success.

Expert perspectiveJakub KaczorJul 9

If a pharmaceutical company does not clearly define portfolio ownership before starting a co-positioning process, the strategic outcome will likely be undermined by internal politics.

Expert perspectiveJakub KaczorJul 9

Most pharmaceutical companies only begin to address portfolio co-positioning at or after a product's launch.

Expert perspectiveJakub KaczorJul 9

A strong brand ego is a primary obstacle to a successful portfolio approach, as it leads to brands operating in silos, creating internal competition and confusing customers.

Expert perspectiveJakub KaczorJul 9

Appointing a portfolio owner, either an individual or a dedicated function, can mitigate internal brand competition by ensuring decisions are made for the franchise as a whole.

Expert perspectiveJakub KaczorJul 9

Most pharmaceutical companies begin thinking about co-positioning their assets at or after launch, by which time critical clinical development choices are irreversible.

Expert perspectiveJakub KaczorJul 9

The more disciplined a pharmaceutical company's R&D strategy is, the more likely it is to end up with its own products competing against each other in the market.

Expert perspectiveJakub KaczorJul 9

Pharmaceutical companies should build their portfolio strategies for the competitive landscape of the next 3 to 5 years, not the present day, due to the rapid pace of change in many therapeutic areas.

Expert perspectiveJakub KaczorJul 9

According to a report from Evaluate, the big pharma industry is facing a patent cliff by 2030 that could eliminate $300 billion in revenue.

Expert perspectiveJakub KaczorJul 9

AbbVie in immunology, Novo Nordisk in diabetes, and Johnson & Johnson in multiple myeloma have all faced the strategic challenge of managing multiple assets in the same therapy area.

Expert perspectiveJakub KaczorJul 9

If a company does not clearly define who owns the portfolio before starting a co-positioning strategy, the strategic output will likely be undermined by internal politics.

Expert perspectiveJakub KaczorJul 9

The potential $300 billion in revenue loss from the 2030 patent cliff represents approximately one-sixth of the overall revenue generated by the pharmaceutical industry.

Expert perspectiveJakub KaczorJul 9

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