India has what it takes
to become an R&D hub in the coming decade. We just need to
tackle the roadblocks
India
is fast emerging as the preferred R&D destination for
many companies across the globe, outpacing cut-throat rival, China.
Faced with increasing drug development costs and commercialization on
one hand and drying pipeline on the other, global companies have now
chalked out elaborate plans for India not just because of the low costs
it has to offer but due to faster and cheaper time-to-market
opportunities, a larger and diverse patient pool and the availability
of a sizable number of scientists. It has been estimated that the cost
to conduct a trial in India is 50 percent lower than that of a
developed market.
Indian companies have realized this and are making massive R&D
investments. Results of a recent survey demonstrated that R&D
spending by India's 25 leading drug makers grew nearly 17 percent in
2008-2009, with a number of firms increasing their investments by over
40 percent. The total spending on R&D was Rs 321 crore,
according to a news agency.
However, India still has a lot to do. Its spending on life sciences
R&D is paltry 0.9 percent of its GDP which is extremely low
compared to nations like China or Brazil. In US this figure is 2.5
percent of the GDP. A recent McKinsey report says that India can aspire
to become an innovation hub by 2020. But this requires globally
competitive research infrastructure, world-class talent, funding,
private-public partnerships and enabling regulatory environment.
To be the next R&D hotspot, India has to devise a strategy of
promoting its R&D agenda. Essentially, change from the roots is
required. Education system is a good place to begin. We need scientists
and researchers who can think out-of-the-box and can in turn drive
innovation. Moreover with drug development and commercialization costs
sky rocketing, the industry should look at approaches that drive down
R&D costs.
In the ensuing pages, BioSpectrum team has put together highlights of
the key points that have emerged in discussions with the R&D
heads across life sciences companies. Strategies to clear some of these
roadblocks and drive the country's innovation agenda with efficient
R&D will be deliberated at the BioSpectrum Technology Forum
2010 in Goa on February 16 & 17, 2010.
The forum is by invitation only. If you are an R&D head and
want to participate you can register for invitation at:
http://events.biospectrumindia.com/TechnologyForum2010/
A time to step up
R&D
Innovation will be the key, if India needs to match up with global
standards in R&D
Unfortunately,
Indian scientists and researchers are more
'development-driven' rather than 'innovation-driven'. “The
system in India is such that it kills novelty. India has established
itself in the world with generic versions of innovator chemical drugs
and is looking at biosimilars in a big way. But then to be a global
name you need to be an innovator. We need to create an environment of
early innovation,� says Dr MK Sahib, director, Genomics and
Biotechnology Research, Wockhardt.
This boils down to the education system of the country, which till date
has been churning out a vast number of graduates but not skilled
talent. Attribute this to the fact that the system propagates a
syllabus that is more theoretical than practical. “Students
here should be trained to be different, challenge the old order and
that is when innovation can come about. We should be open to new
avenues and also permit people to be different. It is already taking
place,� adds Dr Sahib.
Says Dr Ramani Aiyer, senior vice president, strategic
development, Actis Biologics and former CSO, Actis Biologics India,
“We must make science more exciting to them. Churn out PhDs
and young scientists. A lot of Indians go to the US not for the money
but for the scientific problems offered there, essentially
challenges.�
There is a paradigm shift in the dynamics of the industry from
blockbuster drugs to customized medicines. This is when improving the
infrastructure of the country comes into the picture. “We
have a huge manpower base in India but then the Government needs to
increase investments in quality infrastructure,� says Dr
Sahib. Compared to investments in pure pharmaceuticals, R&D in
biotech requires a high-end infrastructure, which automatically means
mammoth investments. “Costs of developing a chemical drug is
low which also results in lower returns but for a biologic drug, the
costs might be higher, but companies and the government should realize
that the returns will be equally higher,� says Dr Sahib.
Dr Aiyer believes to the contrary and mentions, “The
government has put in their best to promote India R&D. It is
the Venture Capitalists (VCs) and Private Equity (PE) players who
should take a more risk driven approach to the industry.�
Dr Dhananjay Patankar, chief operating officer, Intas
Biopharmaceuticals agrees with Dr Aiyer.
“ The DBT is exploring avenues to fund research, focus on the
opportunity of bio-similar products and create infrastructure to
scale-up human resources to support a shift to high-end research in the
long term. The Center is also looking to support innovation from
universities and a Bill to empower scientists and help them
commercialize their innovations is expected to be passed by the end of
the year.�
The industry also claims that the IP regime needs to be reviewed and
the regulatory framework pertaining to pre-clinical and clinical trials
needs to be harmonized. “I want the government to ensure that
patents are enforced properly, which can be beneficial both to the MNCs
and Indian companies. There are aspects like data exclusivity and
incremental innovation, which needs to be more clear in their
definition. Evergreening should also be looked at as a serious
issue,� adds Dr Aiyer.
The
future ahead
After its success with Information Technology and Telecom, life
sciences is the next big growth story in India, as the market is
looking attractive for offshoring and outsourcing. Contract Research
and Manufacturing Services (CRAMS) also seem to be big on growth.
“The global clinical research outsourcing market is projected
to touch $23 billion by 2011, with market research companies estimating
that India will corner 15 percent of this in two years,� adds
Dr Patankar.It has been estimated that by leveraging its capabilities,
India has the capability to touch almost $8-10 billion by 2020 from
R&D alone. Dr Aiyer is optimistic, “Five years down
the line I am confident that India will come out with at least one NCE
and the number can also go up to three. A number of molecules
in India are already reaching phase-III. If we come out with an New
Chemical Entity (NCE) it will be a great milestone in the western
markets. We are on the threshold of this one,� he says.
Ways to enhance R&D
While R&D retains its position as a key driver in the success
of India's life sciences industry, there emerges a strong need for
research collaborations both within the industry and with the
Government institutes in the form of public-private partnerships
(PPPs). Significant research can also come about with collaboration
between the industry and the academic institutions.
In order to provide an impetus to PPPs, the Indian Government has
directed considerable efforts especially to promote flow of core
scientific knowledge from the national laboratories and institutes of
higher learning to the industry for further development and
commercialization.
Companies too have taken the step forward in revamping their
R&D team structures to make it compatible with the overall
demands and needs of the industry.
Public-private
partnerships
The Union government has been supporting start up firms with seed
funding through the New Millennium Indian Technology Leadership
Initiative (NMITLI) and Special Drug Development Research Initiatives.
Six biotech parks are functioning in various states under the
public-private partnership and 10 parks are in different stages of
development across the country. Several world-class scientific
institutions like the National Center for Biological Sciences (NCBS),
the Indian Institute of Science (IISc), and the Center for Cellular and
Molecular Biology (CCMB) further lend support to the sector.
The Council of Scientific and Industrial Research (CSIR) led institutes
such as National Chemical Laboratory (NCL), Pune, Center for Drug
Research Institute (CDRI), Lucknow and IMTECH, Chandigarh have been the
vanguard of the public private partnerships.
IMTECH has collaborated with about 32 companies including Ranbaxy,
Cadila Pharmaceuticals, Lupin Labs and Panacea Biotech for contract
research projects. Recently, CDRI, Lucknow entered into a contract
research collaboration with Biocon “There are many successful
stories related to drug development in CDRI with pharma industries in
private and public sectors. Out of 16 new drugs/products developed in
India, CDRI alone has shares of 11, which shows the important role of
CDRI in pharmaceutical sector,� says Dr Rajendra Prasad, head
and deputy director, business management, CDRI, Lucknow.
The sharing of ideas and facilitating the technology transfer along
with the technical expertise forms an important part of PPPs in
R&D. PPP remains one of the important needs of current times
and there is a need for the industry to come forward and recognize the
potential of Indian scientists and their capabilities in
R&D,� says Dr Rajesh Gokhale, director, IGIB.
Similarly, the DBT's National Biotechnology Development Strategy
involving schemes like SIBRI, BIPP and especially the BIRAP to promote
the R&D in biotech industry, has been one of the motivating
factor for many SMEs. DBT-funded institutes such as NCCS, Pune, NII,
New Delhi and CDFD, Hyderabad have also made some concrete efforts in
this direction. One such example is the DBT-funded project on
developing HRP-II/ p-LDH based diagnostic kits for the differential
detection of malarial parasites by Bangalore-based Bhat Bio-Tech in
collaboration with National Institute of Malaria Research, New Delhi.
In agribiotech sector too, there are many examples of collaboration
such as Mahyco with University of Agricultural Sciences, for Bt brinjal
and SIBRI funded project on the stress resistance strategies in maize
(Zea mays) by Nuziveedu Seeds Hyderabad in collaboration with ICGEB,
New Delhi.
The
HUGO opens personalized medicine pathway
As the genome initiatives got under way, the need for an international
coordinating body was felt by the scientists-That is how the Human
Genome Organization (HUGO) was conceived in April 1988, by Sydney
Brenner at the first meeting on genome mapping and sequencing at Cold
Spring Harbor, US. Victor Mckusic was its first president. HUGO was
established to foster collaboration between genome scientists around
the world. What began in 1990 as a 15 year, $3 billion international
scientific project has advanced faster than was ever imagined. Ever
since the mapping of the human genes under the first Human Genome
Project completed in 2003, genomic discoveries are pointing the way to
new drugs and tests that disrupt processes at the molecular level and
that predict one's risk for a disease.
Based out of Geneva, Switzerland, HUGO has members drawn from 23
countries and has been at the forefront of efforts to coordinate the
mapping of the genome across the world. The HUGO's Pan-Asian initiative
is a consortium of 90 geneticists and 40 institutions from 10 Asian
nations, namely China, India, Indonesia, Japan, Malaysia, Philippines,
Singapore, South Korea, Taiwan and Thailand. It collected samples from
1,928 unrelated individuals representing 73 groups of people from 10
countries and 10 linguistic lineages from member countries as well as
from two non-Asian population groups of Africo-American and Caucasian
ancestry. According to the study, modern humans evolved in Africa and
spread across the world, adapting locally to the selective pressures of
climate, food sources and pathogens.
In India, the first Human Genome Meeting was held in Hyderabad in
September 2008. Now the recent completion of first ever human genome
sequencing as a part of HUGO project in India by scientists at IGIB,
Delhi, is being closely seen as a step towards personalized medicine.
These developments, especially in India, have raised hopes for new
drugs for diabetes and heart diseases developed with the help of new
genetic information. Pharma and biotech, agriculture, and forensics are
just some of the few areas that have been improved by the discoveries
made.
Leadership
strategies in R&D
Innovation in life sciences is not for the faint-hearted
R&D
organizations are now striving for greater empowerment and
less hierarchy. The role of an R&D leader is witnessing a
paradigm shift towards an entrepreneurial drive and competitive spirit.
Senior R&D leaders today, are expected to play a greater
external role, representing the company within the public and the
industry by positioning the company as an attractive partner in open
innovation.
There is widespread agreement among HR experts that R&D leaders
need to improve their leadership competencies, specifically their drive
for entrepreneurship and competition, ability to create vision and set
strategy, and competency in executing for results.
The
makings of a leader
“Innovation cannot be taught and it requires many
enabling attributes to provide the right
“ecosystem�. Other than requisite infrastructure
and scientific tools, it requires research drivers (“drug
hunters�) who have independent decision making authority,
close communication between interdisciplinary scientific/commercial
teams, access to domain knowledge (best obtained through
collaborations) and an organizational structure which is lean,
challenging and highly incentivized for success. Innovation in life
sciences requires high investment, patience and is certainly not for
the faint-hearted,� says Swapan Bhattacharya, managing
director, TCG Lifesciences.
Elaborates Dr Sami Guzder, R&D head, Avesthagen,
“Critical thinking, and innovative approaches in problem
solving seem to be lacking among the research groups. Trained,
experienced personnel impact project completion that translates to
increased efficiency and lower overhead. R&D leaders need to be
able to recognize the right projects, people and collaborative models
that will lead to the right decisions.�
He suggests that the Indian biotech companies should streamline
processes for increased efficiencies, should ideate innovative approach
to problem solving and promote co-development (Public and /or Private)
as a business model to reduce costs and enhance R&D efficiency.
The other main focus is on improving the decision-making process in
R&D. Although most are skeptical about the possibility of
shortening late-stage clinical development, companies are now looking
for ways to optimize the decision making in discovery research and
preclinical and clinical development so that better and faster
decisions can be made.
“Faster and better-quality decision making will be gained
through empowering people lower in the hierarchy, those who hold the
most current scientific expertise and by bringing them together in
multidisciplinary teams, says Dr Ganesh Sambasivam, co-founder and CSO
of Anthem Biosciences.
Team consolidations have become an extremely popular method of
improving R&D efficiency by optimizing the structure and
objectives of working groups. Many companies have undertaken
substantial reorganizations throughout 2008 and 2009.
Dr Ganesh Sambasivam feels the life science industry needs people from
diverse backgrounds and different skill sets. Different functional
teams should come together and this will lead to cross pollination of
ideas. He urges that the 'out of the box thinking' is very crucial for
increasing R&D efficiency.
Companies
and their Initiatives
Companies that acknowledge the need for change recognize the value of
their internal talent and put in place a fast and effective grooming
process. They are also now waking up to the reality that they must set
up strategy to attract international talent to fill in the talent gap
that is persisting in the industry which also means that attracting
expatriate talent is important if the region is to keep up the pace
with the leading clusters and companies in the global life science
industry. Says Dr Ganesh, “While India's educational system
does not support an edge on technology and strength in drug discovery,
the returnees from US and EU bring good skill-set in technology.
For large companies, an integrated and proactive HR function is
critical, together with a mindset whereby HR leaders work with line
managers to take ownership for identifying and growing the right kind
of talent.
Woes of indigenous
R&D
The
pressure to reduce R&D development time and cost is on
With the current cost of drug development at $1.3 billion, the pressure
is on to reduce R&D development time and cost without
sacrificing clinical success rate.
Drug development times, especially the clinical phase, have almost
tripled in the last four decades, pushing up development costs sky
high. Added to it is the fact that the number of new drugs have not
significantly increased despite investment on technology by several
pharmaceutical and biotechnology companies. In recent years, drug
developers have been under significant pressure to introduce new
products while confronting escalating R&D costs, blockbuster
patent expiration and heightened regulatory scrutiny.
According to Dr Suresh Menon, CSO, Novartis, “The average
drug development time is 10-15 years, clinical trials take half of this
time and involves 60 percent of the total cost. To reduce drug
development costs by Rs 200 crore, drug developers must
reduce the time taken to develop the drug by 20 percent. And in order
to save Rs 200 crore, developers would expect a clinical success rate
reduction of 20-25 percent, a massive drop considering the success
rates are relatively low even with a generous budget.�
Making
R&D affordable
Although “Affordable R&D� has not
traditionally been a concern for biotech and pharma R&D
departments, the current economic climate has brought expense reduction
programs into research labs. Most leading drug makers have recently
undertaken or are in the process of implementing broad cost reduction
programs.
“Maintaining a high level of productivity is critical for
drug makers to successfully continue introducing new products. Many
affordable R&D programs fail because they reduce current
expenditure at the expense of future drug development. Therefore, broad
cost initiatives are required to maintain sustainability,� Dr
Sami Guzder, R&D head, Avesthagen says, “An important
factor influencing R&D cost is the adoption of right technology
and science.�
Dr Jitendra Kumar, VP, Technology Incubation Center, IKP Knowledge
Park, says “Technology Business Incubators's (TBI) should be
able to effectively connect start-ups with relevant R&D
institutions and established companies to help them achieve synergies
within such partnership. Also, TBI's should be able to catalyze product
development and spin-offs from national laboratories by providing
business mentorship to teams built around technologies developed,
effectively reducing cost and enhance value of the
R&D.�
Aditya Burman, managing director, OncQuest Laboratories says,
“Efficiency is more important than affordability. Basic
collaboration is an essential element in research. In fact, the
government has been encouraging it for a while. The political landscape
of Indian academia and industry, combined with the fight for grant
money, has always fostered competition far more than collaboration. Our
scientists hold a lot of good work within themselves. A lot of
collaboration is also needed among larger and smaller life science
companies.�
Dr Ganesh Sambasivam, co-founder and CSO Anthem BioSciences says,
“The outsourcing model has become very popular in recent
years especially in India and China. India has 75-80 CROs and in China
the number is double. For a big company, outsourcing R&D to
India brings down their drug development cost by one third.�
Drug development alliances are also increasingly being used to leverage
resources and cut R&D costs. Drug development deal values are
expected to triple over the next few years as developers seek partners
to reduce in-house spending.
IP
for effective R&D
Clarity in definitions is the starting point
In the decade to come it will be innovation alone, which will determine
a company's competitive advantage over its rivals, its monetary returns
and revenues, its bargaining power and further incentives in research
for its scientists. Having a powerful tool in the form of an efficient
IP management strategy and synchronizing it with the DNA of an
organization is a pre-requisite to innovation.
Says a well-renowned IP expert, Shamnad Basheer,
“There is no dearth of innovative mind in India.
Unfortunately company cultures do not foster an environment to bring
that idea to fruition.� Barring top MNC companies, Indian
companies are new to the IP game plan. “Having a strong IP
culture, integrating it in the overall strategy will mean that each and
every person involved has the incentive to innovate and
invent,� adds Basheer.
Effective
management of IP
In many cases, the root problem lies in the fact, that scientists are
not recognized for their inventions. Says Dr Milind Antani, head,
Pharma, Life Science and Healthcare Practice at Nishith Desai
Associates, “Usually the ownership rights of the invention by
a research scientist employed remain with the company and not the
individual. Companies need to recognize the individual invention of its
scientists in some form. Recognizing such efforts would motivate and
encourage scientists to look for innovations.� However, this
comes about when only when the company has a strong IP management
system in place.
“Once you start giving emphasis on IP and its role in
strategy planning you are adding value to your discovery, recognize key
markets for your products and also catch-up with potential
competitors,� adds Basheer.
Against this picture, awareness becomes key factor. Says Dr Alka Mehta,
IP expert from the Intellectual Property Cell at Cipla,
“Training the R&D personnel to understand the patents
and its importance in strategy planning for development, frequent
discussions with the R&D team to update the IP situation on the
products under development, exchange of ideas among R&D,
medical, marketing and IP department for new technology and its demand
in current and future business prospects and frequent discussions among
various departments which are key decision makers for the business is
important.�
A company needs to be aware of not just their patents but trademarks,
copyrights, internal processes, manuals, various technologies and trade
secrets as well. “Effective portfolio management of IP
enhances the competitiveness, assists in becoming a market leader and
improves the economic performance,� adds Dr Antani. An
emerging trend in IP management is patent landscaping which tells a
company its next step in R&D. Patent landscaping helps in
identifying and analyzing its patent portfolio pertaining to a
technology area critical to the business needs.
Once a company has a strong IP in place, its valuation increases. This
becomes significant when it comes to commercialization of that IP
especially when it comes to licensing, brand acquisition or a company
acquisition altogether. Efficient integration of IP will also help a
company form a clearer picture of the patentability of its product, the
possible infringement situations and most importantly the cost factor
involved. “All the teams including the IP team need to sit
down together right from the start and evaluate the risk and
infringement factors and the strategy to adopt in case of an
infringement,�claims Dr Kausalya Santhanam, founder-SciVista
IP & Comm. It is only then that they can evaluate whether to
maintain its IP in certain geographies across the world, whether to
allocate or withdraw money for a stipulated number of years.
Efficacy
of India's IP regime
With effect from January 1, 2005, India switched from a process patent
regime to a product patent regime by which only the product and not the
manufacturing process of the product would be patented. Once this was
in place, the country saw a surge in research work and clinical trials,
a churning out of quality scientists and researchers and most
importantly, many MNCs who had shut shop during the process patent
regime came back to India and geared up to launch their patented drugs
in the market. This resulted in India becoming a prime destination for
drug discovery opportunities. “More incentive and business
opportunities for Indian companies with R&D base is now
available,� adds Dr Mehta.
However, there are certain hiccups in the IP regime. Basheer puts in a
valid point, “I think the system is too complex and needs to
be simplified. The patent system should be such that it allows a wider
participation of scientists and the common man. Even a layman should be
able to evaluate the patentability of his invention,� he
mentions.
“The system is yet in development phase so it would take some
years to give fruits. The NCE policy is yet to be decided plus the
Patent Database is not yet created to its fullest extent,�
agrees Dr Mehta.