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Page 128 C. Ownership, Responsibility, and Authority 145 D. Miscellaneous Issues 146 E. Project Team Structure, Management, and Operation 146 VII. The Honeymoon and Learning to Live Together: The Period of Euphoria and Possible Disillusionment 150 VIII. Maturity and Stabilization: Making it Work for the Duration 152 A. Communication 153 B. Long-Term Commitment 153 C. Growth and Evolution: An Awareness of the Environment 154 D. Project Priority Shift 154 E. Openness and Dependence 155 IX. Amiable Separation or Messy Divorce: Were Goals Realized or Were Promises/Expectations Broken? 157 X. Summary and Conclusions 159 I. Chapter Synopsis and Introduction In our current world of industrial competitiveness, health care reform, government intervention, price controls, cost containment, company downsizing, budget restrictions, and the need to discover, develop, and market new and innovative products, the pressures facing many health care/pharmaceutical companies today are considerably different than they were even five years ago. Based on the fact that we cannot do business as we did in the past, many companies have explored new ways to find new products and generate income. Historically, our industry has benefited from unusually high profitability and little intervention from outside sources. Based on this favorable environment, we were free to set and raise prices without much outside interference and to invest heavily in internal R&D efforts. Now, more than ever, there is increasing internal pressure to increase R&D productivity. This can be done in many ways, such as enhancing or increasing the level of internal effort. Or one can look outside the organization via licensing, acquisition, or partnering via formation of joint ventures or strategic alliances.
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