Strategic Early Warning System

Strategic Early Warning System identifies assumptions, key drivers and scenarios, continually monitors changes in the external environment against these and reports on emerging scenarios and opportunities and risks in the external environment.

The Challenge

While numerous reports exist with regards to speculations, for example which disruptive pipeline technologies will gain traction in the next 5-10 years, the paradox is the result of people and companies waiting for others to invest in a technology. Therefore, it is challenging to predict which technology will become fully successful and deployed. To accurately predict which, when, where and how companies will make the investment and incorporate the technology is almost impossible, if not impossible.

The best way to predict the future is to create it

What is possible is what both Abraham Lincoln and Peter Drucker have famous said, “The best way to predict the future is to create it.” Rather than predicting which technologies will be disruptive in the next 5 years, we suggest to identify trends and signals of current technologies in early-stage developments that have applications for the next five years. Furthermore, without focus and guidance from the client in which strategic vertical they wish to invest in, i.e., discovery biology, customer engagement, the efforts would not lead to strategic value. We are experienced in identifying trends and signals in the biopharmaceutical space while working with stakeholders to identify the trends and signals in the ecosystem and then to readdress the vision and goals of what’s possible. The next steps would be to identify which of these disruptive technologies, risks and opportunities could be potentially utilised as part of their company strategy and even what type of new technologies the company would like to invest into in order to create this themselves.

Asset Level

Creating plausible scenarios of the events, drivers, tends, competitive threats, stakeholder reactions to a company’s single asset to be understood before they actually happen, from 6 months to up to 3-5 years in advance. How will company X be prepared for opportunity and risk with the commercialization of an asset?

Franchise/Portfolio Level

Creating plausible scenarios of the events, drivers, tends, competitive threats, stakeholder reactions to a company’s franchise to be understood before they actually happen, from 6 months to up to 3-5 years in advance. How will company X be prepared for opportunity and risk with it’s current portfolio and future launches?

Corporate Strategy