Basically the past merger talk, including Wyeth which was the biggest deal ever at that time. The main drug focus was oncology. When you add to that all the other M&A talk and CFO and CEO past comments it appears at some point PFE is going do a huge deal. I have been thinking BMY. At JPM BMY CEO was very high on Eliquis potential growth. As I have stated before, the recent changes in China allowing for reliance on outside trial results (FDA - EU) has mind boggling potential for fast market penetration. I don't even think Eliquis is in China market.
BMY has shed units like rare disease and PFE just shedded units. Who knows, but will be an intersting call on the 30th..
Chris Schott
Yeah. Hopefully, this time around, you'll be there. There's been a lot of talk about potential consolidation across the pharma group, including large M&A.
You run a very large R&D organization. It's been through consolidation over time. To the extent there is activity and Pfizer is involved, how do you think about maintaining the momentum that you currently have in the organization, again, if a deal were to happen.
And we've seen in the past, when you get large consolidation, there can be disruption. Are there learnings you have in place? Or your comfort that if a deal were to happen, you can kind of keep this going, how do you think about managing that challenge?
Mikael Dolsten
For large companies, it's important always to look at opportunity to augment, accelerate growth. And whether that's smaller or midsize bolt-on or assessing larger opportunities in order to maximize shareholder value and return, so that's, obviously, a capability that we have and do it regularly, routinely.
When it comes to the specific questions, and let me simplify from the Wyeth decision, where I think the recipe for success is the experience that our organization has in moving swiftly and engaging in that case with another company, looking at best practice across the two companies, rolling out the roadmap how you combine, in this case, the R&D, the strength in each therapeutic areas, the technical design of drugs, and quickly create one single pipeline go forward.
We did all of that work with Wyeth-Pfizer acquisition basically in less than a month. And then took firm, but important and difficult decision, on where to focus, which therapeutic areas, which sides and how to allocate our resources.
And I think that culture, that capability is very strong at Pfizer, possibly uniquely strong in the industry.
And, of course, we saw that also, at a smaller scale, I spoke today about the PROSPER trial, the positive readout and our on-track plans to file first half of the year with Astellas, we accelerated after the acquisition of Medivation that started with two years.
And then, finally, the Anacor acquisition and the drug Eucrisa, we were able at just registration phase to resolve a number of issues, given our capability in CMC and pharmaceutical sciences that allowed a very fast registration to occur.
So, I think independence and scale, that's a key capability that our company has. And, of course, it's important to look at such opportunities in a very unbiased manner as part of your running a business.
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