Vicki L. Sato

Professor of Management Practice

Vicki L. Sato, Ph.D, is Professor of Management Practice at Harvard Business School, and also Professor of the Practice in the Department of Molecular and Cell Biology, Harvard University. She also teaches in HBS Executive Education programs. She is a business advisor to Atlas Venture and other enterprises in the biotechnology and pharmaceutical industries.

Dr. Sato retired in 2005 from Vertex Pharmaceuticals, where she served as President since 2000, with responsibility for research and development, business and corporate development, commercial operations, legal, and finance. Prior to becoming President, she was Chief Scientific Officer, Senior Vice President of Research and Development, and Chair of the Scientific Advisory Board. Under her leadership, Vertex created a diversified pipeline of drugs, including two HIV protease inhibitors approved and marketed by GlaxoSmithKline, an oral protease inhibitor ( VX 950) for the treatment of hepatitis C, now in late clinical development, two anti-inflammatory drug candidates in clinical development, a novel molecule for the treatment of cystic fibrosis now in Phase I clinical testing, and two kinase inhibitors being  for the treatment of cancers. In addition, a new molecule for the management of pain has been recently licensed to GlaxoSmithKline.

Before joining Vertex, Dr. Sato was Vice President of Research at Biogen, Inc, where she led research programs in the areas of inflammation, thrombosis, and HIV disease, and participated in the executive management of the company. Several molecules from those programs have now reached the marketplace. She also served as a member of the Biogen Scientific Board.

Currently, Dr. Sato is a member of the Board of Directors of publicly held companies Bristol Myers Squibb Company, PerkinElmer Corporation, Galapagos NV and the venture-phase companies Nimbus Discovery and Neurophage. She is also a founding member of the Board of Scientific Counselors of the Broad Institute, and a board member of Prize4Life, a nonprofit organization focused on finding cures for ALS, founded by HBS alumnus Avichai Kremer.

Dr. Sato received her AB from Radcliffe College, and her AM and PHD degrees from Harvard University. Following postdoctoral work at both the University of California Berkeley and Stanford Medical Center, Dr. Sato was appointed to the faculty of Harvard University, where she was an Assistant and Associate Professor of Biology.

Cases and Teaching Materials

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

    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. View Details
  2. BMS-Biocon Research Center: Growing a Joint Research Venture in India

    Bristol Myers Squibb, a multi-national pharmaceutical company, is seeking to globalize its R&D strategy while managing costs. It has formed a joint venture with an Indian company, which has worked well, but now faces 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, December 2012. (Revised August 2013.) View Details
  3. The Langer Lab: Commercializing Science (TP)

    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. View Details
  4. China Novartis Institute for Biomedical Research: Building a Sustainable, Globally Integrated Research Enterprise

    As the head of the Novartis Institute for Biomedical Research in China, En Li was shepherding a $1 billion R&D investment in China. So far he had been able to attract a large number of Chinese-born but US-trained scientists to play a critical role in establishing the site. How sustainable was this strategy, and what were the key things he had to do right to establish a globally integrated R&D unit in China?

    Keywords: Globalized Firms and Management; Research; Corporate Strategy; Pharmaceutical Industry; Health Industry; China;

    Citation:

    Sato, Vicki, Christoph Jaeker, and Pooja Mehta Solanki. "China Novartis Institute for Biomedical Research: Building a Sustainable, Globally Integrated Research Enterprise." Harvard Business School Case 612-048, November 2011. (Revised February 2012.) View Details
  5. PerkinElmer – Developing Products in China for China

    Keywords: Product Development; Developing Countries and Economies; Medical Devices and Supplies Industry; China;

    Citation:

    Sato, Vicki, Christoph Jaeker, and Kareem Reda. "PerkinElmer – Developing Products in China for China." Harvard Business School Case 612-032, November 2011. (Revised December 2011.) View Details
  6. Adnexus Therapeutics, Inc.: Considering the Exit

    Dr. John Mendlein, CEO of Adnexus Therapeutics Inc. (Adnexus), a private biotechnology company, must decide whether to pursue acquisition talks with Bristol-Myers Squibb (BMS) after a successful six-month collaboration or continue with Adnexus' planned IPO.

    Keywords: Mergers and Acquisitions; Decision Choices and Conditions; Entrepreneurship; Initial Public Offering; Corporate Strategy; Biotechnology Industry;

    Citation:

    Sato, Vicki L., and Rachel Gordon. "Adnexus Therapeutics, Inc.: Considering the Exit." Harvard Business School Case 609-015, November 2008. View Details
  7. The Broad Institute: Applying the Power of Genomics to Medicine

    In June 2003, Harvard University and MIT announced an unprecedented partnership to create a biomedical institute, The Broad Institute. The culture of the Broad centered on science, and those involved considered it to be at the edge of the scientific frontier. In just four years the Broad had made many important scientific contributions to the biomedical field. These included understanding genetic alterations in cancer; building an RNAi Consortium to better understand the role of every gene in the human body; creating an integrated database that mapped the connections among drugs, genes, and diseases; and cataloging inherited genetic variations of Type 2 Diabetes. Opportunities for additional important scientific advances beckoned but would require both funding and physical space. The Broad Institute's leaders, including Altshuler, Director of the Program in Medical and Population Genetics, and Golub, Director of the Cancer Program, needed to decide how big was too big. How many projects could the Broad productively support? What happened when the Broad outgrew its physical space? Altshuler and Golub knew that the Broad had made tremendous strides in the past year. It had minimized barriers and attracted many young scientists who viewed the Broad as an exciting place to do research. That success made the question of how to balance the priorities of growth and the preservation of the culture that had made everything possible all the more important.

    Keywords: Education; Health Care and Treatment; Innovation Leadership; Growth and Development Strategy; Organizational Culture; Partners and Partnerships; Research and Development; Genetics;

    Citation:

    Sato, Vicki L., and Rachel Gordon. "The Broad Institute: Applying the Power of Genomics to Medicine." Harvard Business School Case 608-114, March 2008. (Revised June 2008.) View Details