The pharmaceutical industry continues to undergo tremendous changes. The questions for executives are how do these changes affect the direction of investments in new decision science technologies and whether there should be focus on certain areas of expertise that are felt to offer a competitive advantage for the company?
These choices in the direction of investments are embodied in the title of this white paper, the difference between diversification versus concentration of decision science assets. It is recognized that decision science expertise is a strategic asset to help achieve a company competitive advantage. What guidance then can be provided to senior executives when making choices in developing new analytical capabilities?
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