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  • Alnylam Pharmaceuticals Building Value from the IP Estate B Vicki L Sato Willy Shih Matt Higgins 2016

    Alnylam Pharmaceuticals Building Value from the IP Estate B Vicki L Sato Willy Shih Matt Higgins 2016

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    – In October 2013, Alnylam Pharmaceuticals and Biogen announced the closure of their intellectual property (IP) portfolio. The two biotechs had separately invested more than $7 billion in their respective portfolios of RNAi-based drugs for rare and severe genetic disorders. The two companies joined forces, and their combined portfolio of RNAi drugs represented a 25 percent market share. Alnylam was also taking an additional $750 million in cash from the deal, along with

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    Both the IP Estate and the IP portfolio are worthless Academics say that 1. A company should have a well-designed R&D pipeline (1-2 patents) that have strong and early payoffs (< 2 years) 2. Companies should license IP to the broadest possible range of partners that have financial strength and technology breadth (10 years) 3. Companies should have strong business management with good financial track record, and a culture that values innovation, teamwork, and

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  • The Bundesliga in the US Stephen A Greyser Sascha L Schmidt Florian Holzmayer

    The Bundesliga in the US Stephen A Greyser Sascha L Schmidt Florian Holzmayer

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    The Bundesliga (Bundesliga) in the US is a top-level football (soccer) league for men and women in Germany. Since 1963, it’s an internationally recognized association with clubs in Germany and the United States. The Bundesliga, which is currently managed by the German Football League (DFL), was founded in 1963. In the early years, it’s been associated with the DFL in Germany but not the DFL in the US. The club-by-club structure was initially dominated by

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  • Ben Jerrys Keeping the Missions Alive John Theroux 1991

    Ben Jerrys Keeping the Missions Alive John Theroux 1991

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  • ShotSpotter Public Safety IoT and Big Data Donna B Stoddard 2017

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    I worked for over a decade on a project to develop an interactive app for a lottery, called Netherlands Lottery. My main responsibility was design and development of the game’s platform, including game logic, s, in-game features, and user-facing interface. We developed a user-friendly interface using the popular React and Redux libraries, with extensive usage of APIs and data sources. The platform was designed to be accessible to customers in over 40 languages, to attract a diverse audience. I must admit, the project had its challenges, but

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    In 2008, the National Lottery of the Netherlands made an announcement that, after an extensive marketing campaign, they wanted to switch from a paper-based lottery to an online lottery. The plan was to use online advertising and social media to create more interest in the new online lottery. With the new digital marketing strategy, they would achieve an 80% increase in sales. I, a digital transformation specialist, was tasked with implementing this strategy in the Netherlands. We had to take the old-school, paper lot

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    1. Based on Porters Five Forces Analysis, the Netherlands Lottery Company should focus on consolidating market share, increasing brand awareness and improving customer acquisition through digital channels. I base this assumption on several facts that I personally observe, such as: – The Netherlands Lottery Company has a strong brand that is associated with quality and transparency, which has helped it to become one of the largest and most trusted lottery brands in Europe. – The company offers a wide range of lottery games and jackpots that cater to different

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    The digital transformation of the Dutch lottery business has been going on since 2015, and its purpose is to provide the best possible experience to the customers. The team has been working on a new design of the website, and they wanted the website to be mobile responsive, meaning that the content and features can adapt to the size of the screen. The goal was to create a digital touchpoint that connects with the customers easily and directly. My contribution to this initiative was focused on the creation of a customer-centric mobile application. This app would allow the

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