What Factors Lead to the Demise

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Anonymous said:
How can one company acquire so many incompetent upper management people at one time..what are the odds ?
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Seriously. It's almost as though most of bldg. 74's ePM goals are the destruction of the place.

S: A once prosperous pharm co. that needs to be destroyed.
T: Destroy it.
A: Put into place policies whose outcomes lead to the destruction of the place.
R: Look around you; mission accomplished. I'm off to Marrakesh.
 








Anonymous said:
1. Obsessive diversity
2. Destroying research
3. A stupid and neutered board of directors
4. Foreign senior management
5. Fraudulent and dishonest promotion of Zyprexa
6. Third world treatment of employees
7. Arrogant senior management
8. Loss of focus on diabetes
9. Outsourcing
10. Six Sigma
11. MBA's instead of science degrees
12. Kissing Obama's a$$ to help pass ObamaCare
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Brilliantly put.
 








Not sure the extent to which this contributed to the demise, but the premise that the biotech development portfolio (including Imclone) was going to be a big driver for future product revenues may have given some a false sense of security. In reality, Lilly are amateurs in the biologic R&D game, and none of the stuff currently in development looks particularly promising.

And the flameouts of Reopro and Xigris and ongoing modest performance of Erbitux indicates LLY isn't very adept with sales of biologics once approved.
 




Outside of insulin (for a while) the so-called biotech plays by this place have become the greatest engine of value-destruction in pharma. BioTArD is where money goes to die.
 




Anonymous said:
Outside of insulin (for a while) the so-called biotech plays by this place have become the greatest engine of value-destruction in pharma. BioTArD is where money goes to die.
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Forteo has become a nice success story, surpassing $1B annual sales in recent years. Also the growth hormone product has been a small success for Lilly. But the attempt to get into the big biologics (particularly monoclonal antibodies) has yet to show any hope of a return.

Don't forget the money wasted on AME, including the expense for a new facility that was built for them a few years ago.
 




Anonymous said:
Forteo has become a nice success story, surpassing $1B annual sales in recent years. Also the growth hormone product has been a small success for Lilly. But the attempt to get into the big biologics (particularly monoclonal antibodies) has yet to show any hope of a return.

Don't forget the money wasted on AME, including the expense for a new facility that was built for them a few years ago.
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Also the epic failure of Relprevv.
 




Anonymous said:
Anonymous said:
As you know there had to be a multitude of factors which lead to the company's failure. A company this large had to have simultaneous actions which brought it down…its; like The Perfect Storm. Please contribute what you thought were major blunders by our management.

The Emperors New Suit………..all kiss butt management style if you told the truth you were classified as dangerous and a threat to the prevailing

Sidney, Alan Clark, Bill Robinson,

Glyn Parkin
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don't forget D. Connoly, Diedre was WORTHLESS!

Evista, Zyprexa, Xigris, Sibiax, Teams, etc., etc.

Grady, Newt, Ford, Val Hobson, etc., etc.
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I don't work in LRL but if it's anything like sales and the bogus things we put on our DAPs every year, that could be the problem. It may sound like this. 1. Develop 40 molecules to be put thru phase 1 development. This is to achieve the needs of shareholders and Wall Street, nothing really having to do with new development of innovative molecules. Just something JL can brag about..... We have 250 molecules in phase 1, when everyone knows that nothing will ever come of any of them. What Lilly really needs is TRUE innovation. If we can't do it internally because our lame PM process then we need to change it NOW but in the mean time go outside Lilly and work with a lab that has something innovative in phase 3, that is TRULY innovative and almost a sure thing in getting FDA approval! At the same time lets spin off a subsidiary that manufacturers generics!!!
 




Anonymous said:
I don't work in LRL but if it's anything like sales and the bogus things we put on our DAPs every year, that could be the problem. It may sound like this. 1. Develop 40 molecules to be put thru phase 1 development. This is to achieve the needs of shareholders and Wall Street, nothing really having to do with new development of innovative molecules. Just something JL can brag about..... We have 250 molecules in phase 1, when everyone knows that nothing will ever come of any of them. What Lilly really needs is TRUE innovation. If we can't do it internally because our lame PM process then we need to change it NOW but in the mean time go outside Lilly and work with a lab that has something innovative in phase 3, that is TRULY innovative and almost a sure thing in getting FDA approval! At the same time lets spin off a subsidiary that manufacturers generics!!!
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You've hit it on the head. I DO work in LRL, and the metrics are smoke and mirrors. It's all about CHURN, not delivering drugs.
 




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