CRISPR’s Clinical Leap: Strengthening Risk and Audit Practices
The healthcare industry is witnessing what many experts consider to be a once-in-a-generation breakthrough.
The healthcare industry is witnessing what many experts consider to be a once-in-a-generation breakthrough.
The healthcare industry is witnessing what many experts consider to be a once-in-a-generation breakthrough.
This observation is particularly relevant for the healthcare industry at the moment: while deal-making excitement builds, recent history serves as a sobering reminder of what’s at stake.
The practice of Enterprise Risk Management (ERM) has become widely adopted in most large organizations, including within the pharmaceuticals sector. But is it just another management fad, a piece of marketing hype promoted by academics and consultants, or does it genuinely add value to organizations? In this post, we’ll take a critical look at the empirical data to uncover the truth about ERM’s impact.
Despite compelling evidence linking robust Enterprise Risk Management (ERM) to improved financial performance and shareholder value (see our blog: Does ERM add value? An objective review of the evidence), many pharma organizations fail to realize its full potential.
Risk is an inseparable part of the human experience. From our earliest ancestors facing the uncertainties of a hunt to modern pharmaceutical companies navigating complex global markets, we’ve always grappled with the unknown and sought to manage it as best we can.