A Revolution in R&D

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moves, along with the relative scientific feasibility
for each drug or therapeutic class. Such assessments
will need to be revised continuously, as different
drugs present themselves for consideration
and perhaps suggest different approaches, and as
the market and the regulatory environment continue
to evolve.
A genetics strategy would encompass all of these
issues, and would optimize any potential synergies
among genetics approaches. If a company decides
to implement both disease genetics and pharmacogenetics,
it will need to decide how to integrate and
harmonize them. Which diseases, for example,
might be amenable to disease genetics on the one
hand, and be likely to provide a market premium
on the other? If genetic redefinition of diseases
makes it possible to develop suites of drugs and
thereby address several smaller markets, how can
research best collaborate with marketing to maximize
the impact? The answers to these questions
will generate still more questions: Do we have the
requisite skills and capabilities to pursue the strategy?
Do we have the right alliances in place, or the
right alliance strategy?
Genetics is a risky endeavor. Companies cannot
avoid the risk—but they cannot lightly ignore the
potential jackpot either. They need to be selective
and smart in deciding how and where to place their
bets. With such vast winnings at stake, it seems
appropriate that the odds should be fairly long.