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Life Science Industry Networks

Project Managers in Pharmaceuticals:  http://www.projmgr.org/about.html

The PM Pharma group meets quarterly at a restaurant in the S.F. Bay Area for networking, dinner, and a selected speaker. The speaker is often from the biotech or pharmaceutical industry, and presents a brief talk with Q&A. See the ¨Events¨ page for upcoming events.

Mission Statement
The Project Managers in Pharmaceuticals (PM Pharma) organization is dedicated to advancing the biotech/pharmaceutical project management profession through presenting seminars with a focus on getting products to the market. The group is informal and strives to advance the profession through cooperation, networking, and professional growth.

BioDevice Group:  http://www.biodevicegroup.org/

The Bio2Device Group is the first volunteer organization of its kind in Silicon Valley to focus on the convergent needs of engineers, scientists, business, regulatory and other biospace professionals working in the biotechnology, medical device, diagnostics and pharmaceutical industries.

"Our mission is to provide a forum for biospace professionals engaged in all segments of the industry to network, expand technical knowledge and connect our members with companies who can benefit from their expertise."

BioScience Forum: www.biosf.org

The BioScience Forum (BioSF) conducts educational activities relating to the life sciences, including biotechnology, chemistry, pharmacology, biology, genetics and bioinformatics. BioScience Forum's primary activities are to organize monthly educational events on life science topics. Generally, our monthly meetings involve a no-host gathering, a dinner, and an evening lecture by a distinguished person, followed by a question and answer period.

All events are open to the public and attendees are charged to cover event costs. We occasionally organize special meetings with multiple presentations on important topics in the life sciences. The BioScience Forum is a charitable, state and federally tax-exempt organization incorporated in California.

Upcoming BioScience Forum Speakers

January 21, 2009
Harold Van Wart, Ph.D.
President and CEO
Metabolex

February 18, 2009
Tony Allison, MD, Ph.D.
VP of Research
Alavita Pharmaceuticals

May 20, 2009
Lynn Seely, MD
Chief Medical Officer
Medivation

July 15 , 2009
Mike Varney, Ph.D.
Vice President, Small Molecular Drug Discovery
Genentech

August 19, 2009
Judith Campisi, Ph.D.
Professor at the Buck Institute for Age Research

September 16, 2009
Wendye Robbins, MD
President and CEO
Limerick BioPharma

October 21, 2009
Stephen Quake, Ph.D.
Professor and Co-Chair, Department of Bioengineering
Stanford

Did you see the December 2008 cover story of FAST COMPANY?   The title reads: Cisco Gets Radical and the subtitle is How CEO John Chambers is turning the Tech giant into a socialist enterprise.  What is he talking about?  Read the article.  What's the company's No.1 blog?  It's about collaboration. 

John Chambers is quoted as saying "some people need a command-and-control environment.....(but that's not the way of the future)....We now have a whole pool of talent who can lead these working groups, like mini CEO's and COO's.  We're growing ideas but we're growing people as well...where I might have had two potential successors, I now have 500." (p.134)

And they are scaling up, in a collaborative way.  "The global marketplace and the ubiquity of Web 2.0 tools demand a workforce empoowered to generate ideas, solve problems and contribute to the greater good without micromanagement." writes the author, Ellen McGirt (p.135)

Here's an excerpt from the Fast Company website:

Cisco's CEO John Chambers On How to Weather the Downturn
By Fast Company Staff
• "Focus on what we can influence, and not over- or underreact to things we cannot. It's a question of living in the world as it is, not the way we want it to be."

• Assess the damage externally -- vendors, customers, colleagues. "In 2001, we went to our customers in energy, manufacturing, and automotive, to name a few. We asked, 'How are you handling this?' "

• "Ask yourself, 'Is this a market-driven phenomenon or did we do it to ourselves?' " Based on the answers you get, formulate a response. "In 2001, our strategy was working extremely well before the downturn, and it seemed to be working from the customers' side, so we said it was 90-10. That turned out to be about right."

• Make a determination of how long this will last and how deep it is going to be. "Prepare yourself for it to be longer and deeper than you think. And then build flexibility to adjust quickly if you need to."

• Get ready for the upturn. "What's our vision for where this industry is going with or without us?" That, he says, is a five-year horizon. "What is our differentiated strategy within that vision?" That's a two- to four-year plan. "How are we going to execute in the next 12 to 18 months?"