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• Case | HBS Case Collection | 2013 (Revised from original 2012 version)

  BMS-Biocon Research Center: Growing a Joint Research Venture in India

  Vicki Sato, Sen Chai, Rich Ballenger, Christine Chi, Alexander Down and Ross Leimberg

  Bristol Myers Squibb, multi-national pharmaceutical company, is seeking to globalize its R&D strategy while managing costs. They have formed a joint venture with an Indian company which has worked well, but now face a strategic decision on how and whether to continue.

  Keywords: Pharmaceuticals; Global innovation; Research and Development; Biomedical Research; Joint Ventures; India; United States;

  Citation:

  Sato, Vicki, Sen Chai, Rich Ballenger, Christine Chi, Alexander Down, and Ross Leimberg. "BMS-Biocon Research Center: Growing a Joint Research Venture in India." Harvard Business School Case 613-072, June 2013. (Revised from original December 2012 version.)

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• Teaching Plan | HBS Case Collection | 2013

  China Novartis Institute for Biomedical Research: Building a Sustainable, Globally Integrated Research Enterprise

  Vicki Sato and Annelena Lobb

  Keywords: life sciences; Biomedical Research; Global Strategy; Pharmaceutical Industry; China;

  Citation:

  Sato, Vicki, and Annelena Lobb. "China Novartis Institute for Biomedical Research: Building a Sustainable, Globally Integrated Research Enterprise." Harvard Business School Teaching Plan 613-103, May 2013.

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• Teaching Plan | HBS Case Collection | 2012

  The Langer Lab: Commercializing Science (TP)

  Vicki L. Sato and Annelena Lobb

  The Langer Lab at the Massachusetts Institute of Technology (MIT) was a unique operation. Its head, Robert Langer, had always focused on selecting ideas to research that would have the greatest positive impact for humanity, and he encouraged an unusual multidisciplinary approach at the lab, fostering collaboration between scientists from many diverse backgrounds. The approach led to exciting discoveries and innovations at the Langer Lab. Besides his intelligence, Langer's personality—expansive, magnanimous, and intensely curious—enticed many potential applicants. The lab also had a very strong working relationship with MIT's Technology Licensing Office, which wrote patents for all of the innovations created at the university. What lessons can be drawn from the Langer Lab about the management of research groups? How did the Langer Lab sustain innovation? Could the Langer Lab's processes successfully be imitated elsewhere?

  Keywords: computers; industry evolution; entrepreneurship; Intellectual capital; patents; R＆D; Technology Transfer; Patents; Research and Development; Massachusetts;

  Citation:

  Sato, Vicki L., and Annelena Lobb. "The Langer Lab: Commercializing Science (TP)." Harvard Business School Teaching Plan 613-014, November 2012.

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