Curing Consortium Fatigue

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Science Translational Medicine  28 Aug 2013:
Vol. 5, Issue 200, pp. 200fs35
DOI: 10.1126/scitranslmed.3006903


  • Table 1

    Consortia that address various stages of the value chain.

    Collaboration nameManaging entityGoals and links to information
    Biomanufacturing Research Program (BIOman)MIT Center for Biomedical InnovationManufacturing and quality control of biopharmaceuticals;
    Biomarkers ConsortiumFNIHBiomarker identification and qualification;
    Cancer CommonsSelf (nonprofit)Targeted treatments for patients with cancer;
    Clinical Data Interchange Standards Consortium (CDISC)Self (nonprofit)Data standards and health care information;
    Center for Medical Technology Policy (CMTP)Self (nonprofit)Clinical research standards, infrastructure, and coverage/reimbursement policy;
    Clinical Trials Transformation Initiative (CTTI)DukeImprove clinical trial quality and efficiency;
    Coalition Against Major Disease (CAMD)Critical Path InstituteTechnologies and tools in drug development for neurodegenerative diseases;
    International Serious Adverse Event Consortium (iSAEC)Critical Path InstituteIdentify biomarkers that predict the risk of drug-related serious adverse events;
    NEW Drug Development ParaDIGmS (NEWDIGS)MIT Center for Biomedical InnovationTransform global innovation system to more sustainably and reliably deliver new, better, affordable therapeutics to the right patients faster;
    PROTECTInnovative Medicines InitiativeTools and methods for safety monitoring;
    SAFE-TInnovative Medicines InitiativeIdentification of sensitive and predictive biomarkers of liver, kidney, and vascular system damages for use in clinical drug development;
    Sage BionetworksSelf (nonprofit)Open-source molecular data gathering and analysis on human disease;
  • Table 2 Mobilizing multiple stakeholders.

    Domains of theory and practice that may aid evolution of the science of collaboration.

    Sample domainRelevant concept*OriginsApplications for collaborative innovation
    Operational: Distributed innovationInnovation emanates not only from the manufacturer of a product but also from many sources, such as users and competitors.Term coined by E. Von Hippel1Study the impact of various design levers (organizational structures, incentive models, funding schemes, enabling technologies) on collaborative innovation.
    Management: Distributed leadershipA framework for mobilizing effective leadership at all levels of an organization rather than simply from the top.Model framed by researchers at MIT Leadership Center2• Provides frameworks for organizational structures that foster “bottom-up” leadership across a broad range of functions and teams.
    • Defines core competencies for leadership development at the consortium, team, and individual levels.
    Organizational: Complex adaptive systemsA dynamic network of independent “agents” that act in parallel with no centralized source of control and that must adapt to a constantly changing environment in order to survive.Term coined by the Santa Fe Institute team led by J. H. Holland, M. Gell-Mann, and others3Provides insight into:
    • Inefficient adaptive capacity of an innovation ecosystem, resulting from poor coordination and stakeholder alignment.
    • Strategic role of multistakeholder collaborations as microenvironments designed to drive stakeholder alignment and efficient adaptation strategies.
    Communications: Network-centric warfareTranslate timely strategic information into competitive advantage through robust network of well-informed, geographically distributed forces.U.S. Department of Defense4• Design communication processes to foster timely capture of emerging relevant information by geographically distributed collaborators.
    • Explore operational models of collaboration designed to be flexible and adaptive in response to new information.

    *Relevant concept is an abbreviated description of each sample domain for the purpose of illustration in this paper. 1Democratizing innovation; 2

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