In 2024, the FDA approved 50 new treatments, highlighting significant advancements in medicine. In addition, that same year ASCO received 7025 abstracts for its scientific program, reflecting an unprecedented pace of innovation and discovery.
But innovation and pivoting to accommodate that innovation isn’t always easy, particularly in the pharmaceutical world where bureaucratic red tape can, and often does, interfere. Kavya Gopal, MBA, who is Senior Vice President, Head of the US Oncology Business Unit with GSK, told a group in attendance at the Pharma USA 2025 meeting in Philadelphia, PA, that while the COVID-19 pandemic demonstrated the industry’s ability to pivot rapidly—telehealth adoption surged out of necessity—the challenge now is shifting from reactive change to intentional, strategic transformation.1
Preparing for the Pivot
Successful drug launches require scenario planning, but too often, planning stops at the initial phase, she said. The industry needs to move beyond static strategies and anticipate multiple outcomes. Oncology, in particular, faces a 2- to 3-month lag in data, making adaptability crucial. Gopal said the focus should be on establishing clear objectives with related milestones and then tracking related progress.
A critical piece of this agility is alignment between the medical and commercial teams. Too often, these functions operate in silos, Gopal said, making collaboration difficult. The objective should not be about specific activities but rather about moving in the same direction with a shared purpose. A shift in mindset—rather than technology or scientific barriers—is key to overcoming this divide.
Fostering Innovation: The 90/10 Rule
Another critical component of agility is creating space for innovation. Gopal encouraged use of the 90/10 rule, which suggests dedicating 90% of resources to essential functions while allocating 10% to experimental, forward-thinking initiatives. Innovation must be fully supported by leadership and budgets, not treated as side projects, she explained. Companies like Google have demonstrated the power of creating space for innovation—pharma must follow suit by committing resources and leadership support, she said.
Conclusion
Oncology is at a pivotal moment, with groundbreaking drug approvals and a surge in scientific research. The pharmaceutical industry must harness this momentum by fostering innovation, breaking down silos, and embracing agility. The future of pharma depends on its ability to pivot, experiment, and push boundaries to improve patient outcomes, Gopal said, adding, “change is inevitable and must be embraced. How quickly and effectively we adapt will help us deliver innovations to the patients who need it. We cannot accept standing still.”
Reference
- Gopal K. Agile pharma: the contradiction that needs to change. Presented at: Pharma USA 2025. March 18, 2025; Philadelphia, PA.
