MINTing Innovation at NewYork-Presbyterian (A)

Richard G. Hamermesh; David  Kiron

Case | HBS Case Collection | August 2009 (Revised June 2015)

MINTing Innovation at NewYork-Presbyterian (A)

Abstract

Several top surgeons at NewYork-Presbyterian Hospital (NYP) are receiving financial and administrative support to advance their surgical device inventions through the earliest stages of commercialization.

Keywords: health care; innovation ＆ entrepreneurship; hospital; Entrepreneurship; Financing and Loans; Investment; Health Care and Treatment; Innovation and Invention; Intellectual Property; Commercialization; Health Industry; Medical Devices and Supplies Industry; New York (state, US);

Language: English

Format: Print

22 pages

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Citation:

Hamermesh, Richard G., and David Kiron. "MINTing Innovation at NewYork-Presbyterian (A)." Harvard Business School Case 810-004, August 2009. (Revised June 2015.)

Precision medicine company Blueprint Medicines was building a successful track record for bringing drug therapies to market 40% faster than average. The company had spent $40 million dollars and two years building a compound library that became its drug development engine. Blueprint’s drug development strategy was twofold—it focused on creating a single drug compound for multiple disease indications, while at the same time developing drugs to track a disease through its progression. The company’s goal was to become a fully integrated biopharmaceutical company that could move from drug discovery to development to marketing. But it was increasingly challenging to prioritize and manage programs, personnel and partnerships.

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MINTing Innovation at NewYork-Presbyterian (A)

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MINTing Innovation at NewYork-Presbyterian (A)

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