This case deals with the commercialization challenges that a premier research institute in an emerging economy faces despite conducting cutting-edge research. The case is set in 2009 in Hyderabad, India, soon after the appointment of CCMB’s new director, Dr. Mohan Rao. Rao has to decide how to proceed with incentivizing the scientists to find potential applications for their research when most scientists are merely interested in doing basic research and when, at the same time, the government is increasing its emphasis on the use of public science for societal good. The case also deals with the role of commercialization and technology transfer, publishing versus patenting, basic versus translation sciences, and incentives.
This case deals with the innovation challenges of a medium-sized firm (under $1 billion) in an emerging economy (India), particularly the challenges of product development and commercialization. The management has to decide how to proceed with a promising novel formula for oral insulin — promising both in terms of financial returns as well as social impact. The company has spent several years of research and development in getting the drug through Phase I and Phase II trials, and is entering the most critical stage, Phase III. The case is set in 2009, a period that was punctuated with a lot of economic uncertainty. Students are asked to decide if Biocon should go ahead with Phase III and, if so, whether it should be done locally or globally and with a partner or alone. The case also deals with transitioning research and development strategies in emerging markets, wherein firms that have traditionally focused on “imitation” (or generic drugs) are moving to high-risk drug discovery.