2026, Future Pharma- Keynote_From Monitoring to Market Shaping_ The Next Evolution of Competitive Intelligence in Pharma

Announcer: We'll invite Georgette Charles, Director of Global Strategic Market Insights, Epilepsy and Neuroscience at Jazz Pharmaceuticals to the stage. Georgette.

Georgette Charles, Director, GSMI, Epilepsy & Neuroscience, Jazz Pharmaceuticals: Thank you. And Sam, thanks for the overview and the introduction, just orienting us to the forces I think that many of us are recognizing impacting the industry.

Today I'm excited to tell you about a topic that I've become really passionate about, is the next evolution of competitive intelligence from market monitoring to market shaping, and how do we get there? How does your organization, how can they get there? I came upon this topic actually last year when I attended a competitive intelligence conference hearing about how AI may take away a lot of jobs.

And I said, "No, maybe you're not thinking about it the right way, or maybe you're not thinking about how we can be your strategic partner." So just as a disclaimer these are my ideas, not necessarily representative of the company that I work for right now or any previous companies

A little bit of background about me. I won't read through this. I've spent many years in management consulting. I'm trained as a scientist, a biochemist, and love thinking about really complex issues Okay, so what do we want to get out of this session? I always like to ground myself in objectives. I think the first is thinking about the transformational potential of competitive intelligence.

The second, understanding the limitations of traditional monitoring. And the third hopefully at the end of this, you'll take away some new tools and approaches to enable more proactive moves within the market

So here's a case study that I think is quite common. Say your company, whether you're at Merck, Pfizer AbbVie your company identifies a new therapeutic area or space where a new chemical entity or small molecule could play. You recognize there's at least one other asset in development in that market, and the question becomes: What role could CI play to to help strengthen your company's positioning of this product?

So I'm gonna walk you through this case study in three parts, and hopefully I can help prove a case at the end of this that that CI has a huge role that it can play. So if we think about competitive monitoring, what does that entail, and what has it looked like for the industry? I think the pharmaceutical industry is at a critical inflection point where traditional monitoring approaches just don't take it.

They're not sufficient to take you the whole way to a winning strategy. Now, why? Because, one, they're resource-intensive with a lot of man-hours time, and just monitoring competitors' activities. Gathering the intelligence is what we like to call it. But it really limits proactive planning for a strategic edge.

The second reactive versus proactive posture. So maybe you found in a past experience or case that you picked up some really interesting information, but you couldn't act on it. It was too late. So how could you lead and anticipate competitors' movements? And the third is thinking about how do you bring CI into a more strategic capability?

What does that look like? And what I mean here is that traditional CI, only allows for just looking at what's around you and what's happening in real time. But how can you instead think about what could be transformative for patients in this market, and how do you help shape that market and influence it?

So I think you can get there in three strategic steps. The first is thinking about tracking competitors' activities. You might have used dashboards, reports, et cetera. This is m- maybe where your company is now What I think is an important next step is thinking about that insight generation phase. I think Kristin teed it up nicely.

How do, how does CI help synthesize that information in translatable and actionable insights to inform the so what the strategy, and influence decisions? Ultimately, and this is probably the hardest transition of a phase, is can your company then move into a market shaping phase where you're incorporating futures strategically to influence market conditions and even maybe stakeholder perceptions, ex-expectations proactively So what do and I wanna e-elaborate a little bit more about market shaping in pharma. I think it can mean a lot of different things, which is exciting. But I think that this is crucially where it makes a lot of impact, where you're proactively shaping an environment to create advantages before a competitor product arrives.

So can you go to a new space and carve that space out in a way that really sets you up to be probably in the most, s-the strongest position a brand could be in So this is my shorthand how-to guide. And it's not easy for a lot of companies to architect this because CI is a new area, maybe only in the last decade that companies are even infusing it into their business model.

So the first is embedding it into teams brand planning, business development, thinking at the heart of decisions. So wherever is core to your business, if it's in the R&D side or if it's in the commercialization side, where do you embed CI? And it can be in multiple places. The second applying strategic foresight techniques.

This is scenario planning, wargaming analytics, and more to think about future possibilities. And then the third is integrating design thinking. Human-centered insights and rapid prototyping they can help enable the testing and learning before your-- a company has made a large investment or decision So I didn't-- So I c- so I was honest that it's not easy to get there, but all three of those capabilities exist and really do make a change.

So the second part of the case study, we said, what role could CI play in helping this company with this new small molecule? And so the answer to that is shaping the market and market potential for that molecule So we talked about how do we build CI capabilities strategically into a company. No easy task.

But we haven't talked about yet is what tools do you need to help enable that proactive strategy? Strategic foresight and planning that's scenario planning at its core to anticipate market evolution and reduce surprises for decision-making. Who needs another fire drill? We don't. So let's get rid of them and instead think about what's coming next, and we can talk about likelihood of something coming in the future.

When we're doing wargaming and simulation, which is crucially important if you're in a very competitive environment simulating and stress testing your strategies against the competitor's reaction and what will they try next in reaction to it will enable more dynamic adjustments at need-- at will and when needed.

The third is evidence and narrative strategy. So pressure testing your real-world evidence generation strategy what... where you have gaps in data and how to fill them, all important for your overall strategic positioning of your brand. And then the fourth is stakeholder mapping and signal detection.

Mapping those ecosystem in-influencers and identifying early change signals to shape market strategies So the final part of the case study. How do you define the category before competitors arrive? And there are actually many examples of this. This has been done in the pharma industry. Just throwing it out, like in the HER2 positive space.

I think one one brand after-- went after the HER the HER2 low population. Things like that a specific places where you identify where you can play, where that molecule can play, and it's based on mechanism of action. It's based on a lot of different characteristics, but where can it play in a way that gives it its own swim lane?

So market shaping CI will help reframe the disease severity, highlights the underserved segments and help influence treatment guidelines early. Also, your opportunity to achieve category leadership early by em-embedding CI into the work that you do, into the decision-making you do. The sooner you do it, the sooner you can think about where the market's headed, the the more likely you'll be able to create that swim lane.

So my takeaways from today, and hopefully you're, you'll take this home with you as well, is ship-shift from observation to action. I think it's fun to be a spy. It's fun to pretend to be a spy. That's what my kids love to say. But ultimately, it's about how do we enable and go beyond passive monitoring to something that's actually starting to shape the landscape and hopefully fill gaps in terms of unmet need.

Enable that market shaping and I've seen some really creative examples in the market. I mentioned HER2 in, in, in cancer. AML has done it as well. Some, some companies have even managed to find some very exciting rare disease areas where their molecule fits squarely and makes a huge impact and difference.

And then lastly, it's the call to leadership action. Finding those concrete answer areas to shift focus within short timelines. So how do you redefine agility within your organization where this all works? So no small task, no easy feat, but ultimately, it's, I think, where CI will play even in the landscape of AI.

Moderator: Cool. Thank you so much

Feel free to raise your hand if you have a question, and I'll make my way over

Julie: Hi, Georgette. This was great. Thank you. My name's Julie. I'm at Curax Pharmaceuticals, and so we have an obesity medication but it's been around for a while versus the GLPs that are-

Georgette Charles, Director, GSMI, Epilepsy & Neuroscience, Jazz Pharmaceuticals: Yeah ...

Julie: everybody was at, right? Yeah. Okay. So my question is, for a more established brand that perhaps doesn't have the pizzazz that, some of the other ones, but it still has great efficacy-

How would you approach-- I really love that case study, that wargaming. How would you approach that to really create a differentiated space? 'Cause the market's here, and it's shaping every day-

Georgette Charles, Director, GSMI, Epilepsy & Neuroscience, Jazz Pharmaceuticals: Yes ...

Julie: but it's in the lens of GLPs.

Georgette Charles, Director, GSMI, Epilepsy & Neuroscience, Jazz Pharmaceuticals: Okay. Interesting S-- And I don't know your product in particular, how how much runway it necessarily has.

But I think CI also plays a huge role in late lifecycle management and planning and thinking through our-- does-- what does our real-world evidence, for example, what does it represent? What is it telling us about the value it's served so far and the value it has outstanding to serve? And then maybe bridging it together with CI and saying where can we proactively compete and maximize our product at the end of its lifecycle?"

So not an easy feat per se, but if you have a robust evidence generation kind of planning built in, you may have a lot of data to work with. You may have a lot of really exciting nuggets to build off of, and maybe that's a place that you can kinda take your brand to the n- to kinda next level.

Sure.

Moderator: Any more questions?

All right. All right. Thank you. Thank you, Georgette.

Georgette Charles, Director, GSMI, Epilepsy & Neuroscience, Jazz Pharmaceuticals: Thank you so much