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• Case | HBS Case Collection | June 2020

  Breakthroughs at Blueprint Medicines

  Richard G. Hamermesh, Kathy Giusti and Susie L. Ma

  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.

  Keywords: precision medicine; cancer; technology; biotechnology; drug development; Strategy; Expansion; Science; Genetics; Entrepreneurship; Organizational Culture; Management; Growth and Development; Pharmaceutical Industry; United States; Cambridge; Massachusetts;

  Citation:

  Hamermesh, Richard G., Kathy Giusti, and Susie L. Ma. "Breakthroughs at Blueprint Medicines." Harvard Business School Case 820-001, June 2020.  View Details

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• Article | American Heart Journal

  Are Cost Advantages from a Modern Indian Hospital Transferable to the United States?

  R. S. Kaplan, F. Erhun, V.G. Narayanan, B. Mistry and K. Brayton, et al

  We use time-driven activity-based costing to estimate the cost of personnel and space for an elective coronary artery bypass graft (CABG) surgery at two U.S. hospitals, Intermountain and Baylor Heart, and Narayana Health (NH), in India. All three hospitals use modern management methods to achieve excellent patient outcomes. We use variance analysis to remove the effect of differential prices paid for personnel and space at the three hospitals. NH, even at U.S. price levels, retains a cost advantage over the two U.S. hospitals by shifting tasks to less-credentialed and/or less-experienced personnel, supervised by highly-skilled personnel, a practice facilitated by NH’s high annual CABG volume. NH offsets some of its task downshifting cost savings by having lower-skilled employees spend more time counseling patients and their families for in-hospital and home recovery. NH’s cost-saving practices could be captured by U.S. hospitals by relaxing hospital and health professional licensing regulations, encouraging greater family participation in inpatient care, and performing complex surgeries in high-volume regional centers of excellence.

  Keywords: Time-Driven Activity-Based Costing; Health Care and Treatment; Cost; Organizational Structure; Performance Efficiency; India; United States;

  Citation:

  Kaplan, R. S., F. Erhun, V.G. Narayanan, B. Mistry, and K. Brayton, et al. "Are Cost Advantages from a Modern Indian Hospital Transferable to the United States?" American Heart Journal 224 (June 2020): 148–155.  View Details

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• Article | Harvard Business Review Digital Articles | March 6, 2020

  How Medical Nonprofits Set Winning Strategy

  Kathy Giusti and Richard G. Hamermesh

  Citation:

  Giusti, Kathy, and Richard G. Hamermesh. "How Medical Nonprofits Set Winning Strategy." Harvard Business Review Digital Articles (March 6, 2020).  View Details

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