Creating a capital-efficient organization: Accele BioPharma

Jesse Lee Brown, III, Tyechia Veronica Paul
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Abstract

Research methodology Case information was mainly acquired through interviews with Richard Gammans, chief operating officer. Dr Gammans was a visiting professor at Fayetteville State University for a year, and two of the case authors developed personal friendships with Richard. Interviews were conducted over a two-year period as the accelerator got started. In addition, one author conducted a team-building session with the management team and one of the bio-startup researchers. An interview was also conducted with Clayton Duncan, chief executive officer, to gain his agreement with developing the case. The Accele website included a write-up on each of the pharmaceutical startup companies. The write-up included a company summary, description of the science (disease and cure), the size of the market, results from testing, regulatory considerations and intellectual property. A literature review was conducted as the basis for the information on the pharmaceutical industry. Case overview/synopsis This case is about a biopharmaceutical accelerator founded in 2011 by two senior executives with experience in both large pharmaceutical companies and running biotech startup companies. The founders were successful in raising capital to start their first venture capital fund which they used to invest in four biotech startups. All four startups were working in very different disease areas. For example, one developed a drug to help with hearing loss that the department of defense was funding. Another of the startups discovered drug candidates that attack antibiotic-resistant bacteria. Biopharmaceutical accelerators were relatively new. They differed from business incubators because they invest in the startups and provide operational support, but the degree of support provided varies across accelerators. The Accele BioPharma accelerator operated in virtual, network type of organization, and Accele BioPharma provided primary strategic and operational management for the startups. The challenge in this case is to identify how the leaders managed the virtual network, and what additional resources were needed so that the management team could expand their ability to assist startups to get drugs approved by the food and drug administration. Complexity academic level This case is suitable recommended for undergraduate/graduate strategy, undergraduate/graduate organizational behavior, entrepreneurship and health-care management courses.
创建资本效益型组织:Accele 生物制药公司
研究方法案例信息主要是通过采访首席运营官理查德-加曼斯获得的。Gammans 博士曾在费耶特维尔州立大学担任客座教授一年,案例的两位作者与理查德建立了个人友谊。访谈是在加速器起步的两年时间里进行的。此外,一位作者还与管理团队和一位生物创业研究人员进行了一次团队建设会议。还对首席执行官克莱顿-邓肯(Clayton Duncan)进行了访谈,以征得他对编写案例的同意。文章包括公司概况、科学描述(疾病和治疗方法)、市场规模、测试结果、监管考虑因素和知识产权。案例概述/梗概本案例涉及一家生物制药加速器,由两位拥有大型制药公司和生物技术初创公司运营经验的高级管理人员于 2011 年创立。两位创始人成功地筹集到资金,成立了他们的第一个风险投资基金,并用该基金投资了四家生物技术初创公司。这四家初创公司所从事的疾病领域大相径庭。例如,其中一家公司开发了一种治疗听力损失的药物,并得到了国防部的资助。另一家初创公司则发现了可攻击抗生素耐药细菌的候选药物。生物制药加速器相对较新。它们不同于企业孵化器,因为它们对初创企业进行投资并提供运营支持,但不同加速器提供的支持程度各不相同。Accele 生物制药加速器以虚拟、网络型组织的形式运作,Accele 生物制药公司为初创企业提供主要的战略和运营管理。本案例的挑战在于确定领导者如何管理虚拟网络,以及需要哪些额外资源,以便管理团队能够扩大能力,协助初创企业获得食品药品管理局的药物批准。
本文章由计算机程序翻译,如有差异,请以英文原文为准。
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