Cultural Evolution Is the future in our own hands? Dr Paul Litchfield - Chief Medical Officer, BT Group Laura Collins - Carer and East Belfast ICP member Colette Goldrick - NI Director, APBI Dr Anne Kilgallen - Deputy Chief Medical Officer, DoH NI
Dr Paul Litchfield OBE OStJ FRCP FFOM Cultural Evolution a view from industry
Markets Technology Competitors Customer expectations Leadership is Critical Skills Attitudes Demographics Employee expectations
Appropriate: For a crisis or time sensitive Delivery the priority Well understood processes Low skills and/or trust Creates: Strong sense of hierarchy Clarity of expectation Discipline & compliance Organisational Health Leadership Styles Appropriate: For complex problems Development the priority Behavioural change needed High skills and/or trust Creates: Achievement above expectation Accountability & empowerment Ownership of outcomes
paul.litchfield@bt.com
Culture evolution: Northern Ireland s biomedical innovation potential in a post-brexit world Colette Goldrick, Director ABPI Northern Ireland NICON Conference 28 th June 2016
ABPI NI : Who we are and what we do 80 global research-based pharmaceutical member companies, 37 with NI presence Invent, develop and supply 90% prescription medicines used by HSC every day Aim to work with 100% of healthcare stakeholders to improve the health & wealth of Northern Ireland
Immediate impact of BREXIT on UK life sciences 400 million Interreg Europe funding 6 billion Innovative Medicines Initiative funding 80 billion Horizon 2020 funding
Impacts across the life science value chain (Source: Charles Rivers Associates for EFPIA): Basic research: Diminished UK competitiveness in life sciences. Academic researchers and Small and Medium Enterprises SMEs will find it more challenging to collaborate with EU experts. National funding will not replace lost European research funding. Limitations on the free movement of people will impact negatively on both UK and EU academic research and SMEs. Development and licencing of medicines: UK will need to develop its own regulatory framework. No advantage in developing a market authorisation process divergent from EMA. This would cause delays in marketing authorisation (even if the process itself was faster) and additional costs and adversely affect access to medicines. UK and EU will lose some of the benefits of sharing expertise in drug regulatory processes. Manufacturing and trade: We do not find the prospect of the UK being able to negotiate its own trade agreements compelling from a life science perspective. Both UK and EU life sciences industry rely on each other for skilled staff so that a limitation on the free movement of people would have a negative impact on manufacturing. Market Access: UK no longer subject to the EU Transparency Directive. Delay in marketing authorisation could delay access to some medicines.
What about NI? We urgently need: Decisive political leadership, recognition of the necessity to retain links with Europe (EEA/ island of Ireland trading block) and active participation in BREXIT talks accordingly Creation of a compelling life sciences implementation plan, linking data, research and rapid access to innovation to improve patient outcomes Birmingham and Manchester have developed theirs in less than a year