Skip to main content
Log in

Why is it hard to terminate failing projects in pharmaceutical R&D?

  • Comment
  • Published:

From Nature Reviews Drug Discovery

View current issue Sign up to alerts

Abstract

'Quick-kill' strategies in pharmaceutical research and development aim to reduce late-stage attrition by bringing project termination decisions forward, to an earlier point in the process. How can the barriers to implementing such strategies be overcome?

This is a preview of subscription content, log in via an institution to check access.

Access this article

Price excludes VAT (USA)
Tax calculation will be finalised during checkout.

Instant access to the full article PDF.

References

  1. Paul, S. M. et al. How to improve R&D productivity: the pharmaceutical industry's grand challenge. Nat. Rev. Drug Discov. 9, 203–214 (2010).

    Article  CAS  Google Scholar 

  2. Owens, P. K. et al. A decade of innovation in pharmaceutical R&D: the Chorus model. Nat. Rev. Drug Discov. 14, 17–28 (2015).

    Article  CAS  Google Scholar 

  3. Cook, D. et al. Lessons learned from the fate of AstraZeneca's drug pipeline: a five-dimensional framework. Nat. Rev. Drug Discov. 13, 419–431 (2014).

    Article  CAS  Google Scholar 

  4. Lendrem, D. W. et al. Progression-seeking bias and rational optimism in research and development. Nat. Rev. Drug Discov. 14, 219–221 (2015).

    Article  CAS  Google Scholar 

  5. Peck, R. W. Driving earlier clinical attrition: if you want to find the needle, burn down the haystack. Considerations for biomarker development. Drug Discov. Today 12, 289–294 (2007).

    Article  CAS  Google Scholar 

Download references

Acknowledgements

The authors thank G. Cordes, who first preached 'The Will to Kill'. D.W.L. and J.D.I. were supported by the UK National Institute for Health Research (NIHR) Newcastle Biomedical Research Centre based at the Newcastle upon Tyne Hospitals National Health Service (NHS) Foundation Trust and Newcastle University. The views expressed are those of the authors and not necessarily those of the NHS, the NIHR, the UK Department of Health, F. Hoffmann la Roche, Eli Lilly, GlaxoSmithKline, Sanofi-Aventis or any of the pharmaceutical companies for which the authors have worked or consulted.

Author information

Authors and Affiliations

Authors

Corresponding author

Correspondence to Dennis W. Lendrem.

Ethics declarations

Competing interests

Richard W. Peck is a full-time employee of Roche Products Ltd, holds shares and options with F. Hoffman La Roche and holds shares in Eli Lilly & Co. Ltd. Dennis W. Lendrem and Iain Grant have prior consulting interests with a number of pharmaceutical companies. B. Clare Lendrem and John D. Isaacs have no competing interests.

Rights and permissions

Reprints and permissions

About this article

Check for updates. Verify currency and authenticity via CrossMark

Cite this article

Peck, R., Lendrem, D., Grant, I. et al. Why is it hard to terminate failing projects in pharmaceutical R&D?. Nat Rev Drug Discov 14, 663–664 (2015). https://doi.org/10.1038/nrd4725

Download citation

  • Published:

  • Issue Date:

  • DOI: https://doi.org/10.1038/nrd4725

  • Springer Nature Limited

This article is cited by

Navigation