Ravi Visweswara
执行副总裁
专长:
In more than 20 years of consulting and leadership in APAC, Ravi’s expertise has focused on helping clients take big-bet investments in complex and uncertain environments at an asset and portfolio levels. Ravi regularly advises clients on their most critical challenges: decisions to enter new markets, and optimize their portfolios and R&D investments.
他还为客户多年期计划提供指导，这些计划在为客户所在组织带来持久变革的同时，也会显著增加股东价值。
Ravi holds a bachelor’s degree in Technology from Indian Institute of Technology, Chennai, and an MBA from the Indian Institute of Management, Calcutta.
Articles by Ravi Visweswara
Reframing the Challenges of Access and ROI
Pharma companies today are being judged not just on their profitability for shareholders, but also on the extent to which their products are accessible to patients. Today’s Environmental, Social and Governance (ESG) investors want to see evidence of corporate responsibility, for which pharmaceuticals’ surrogate measure is access. While companies such as Novo Nordisk and UCB […]
How Do You Know Your Portfolio Process Is Adding Value?
In 1998, Rob Arnold, Executive Vice President, teamed with some colleagues to publish an article in the Harvard Business Review that highlighted the practical results obtained by applying modern R&D portfolio thinking to SmithKline Beecham’s late-stage assets. SB publicly claimed that the review process had added $2.6 billion in value to the corporation. That team […]
Escaping the Chronic Microcap Trap: How Launching Alone Is the Only Option for Growth
As C-suite leaders in pharma wrestle with the pros and cons of launching alone, licensing or partnering with another company to launch their product, one factor they must consider is the impact their decision will have on their current and future market valuation. The question is this: How much of a premium does the market […]
The Chronic Microcap Trap: How Launch Is The Escape for True Growth
Pre-commercial pharma companies face a common choice: commercialize products independently or collaborate with another pharmaceutical company as a commercialization partner. As the C-suite leaders in these organizations wrestle with the pros and cons of this choice, one factor they must consider is the impact their decision will have on their current and future market valuation. […]