Between 2000 and 2010, Pfizer racked up three of the ten largest biopharmaceutical deals of all time, with a US$90 billion acquisition of Warner-Lambert, a $60 billion merger with Pharmacia and a $68 billion acquisition of Wyeth. The last deal, especially, was aimed at bolstering Pfizer’s flagging pipeline and protecting its revenue base from an upcoming patent cliff. More than a decade on — having walked away from an attempted takeover of AstraZeneca and a merger with Allergan — the company is celebrating an R&D turnaround. Pfizer CSO Mikael Dolsten has overhauled the firm’s scientific approach, focusing on five therapeutic areas, halving the number of candidates the company has in the clinic, and expanding its modality capabilities beyond the small molecules it used to focus on. And he believes the results are in: Pfizer’s phase II success rate has tripled in recent years, he said at a recent investor day. Dolsten spoke with Asher Mullard about Pfizer’s clinical success rate, its focus on speedy drug development and its approach to modality expansion in recent years.

中文翻译：

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米卡尔·多尔斯滕

在2000年至2010年之间，辉瑞完成了有史以来十大生物制药交易中的三项，以900亿美元收购了Warner-Lambert，与Pharmacia达成了600亿美元的合并，并以680亿美元收购了Wyeth。尤其是最后一笔交易的目的是加强辉瑞的低迷渠道，并保护辉瑞的收入基础免受即将来临的专利悬崖的冲击。十多年来，公司摆脱了对阿斯利康（AstraZeneca）的收购和与艾尔建（Allergan）的合并，从而庆祝了研发的转变。辉瑞CSO Mikael Dolsten对公司的科学方法进行了全面改革，侧重于五个治疗领域，将公司在临床中的候选人数量减少了一半，并将其模态功能扩展到了过去专注的小分子领域。他相信结果是：他在最近的投资者日说，辉瑞公司第二阶段的成功率近年来增长了两倍。Dolsten与Asher Mullard谈及了辉瑞公司的临床成功率，其对快速药物开发的关注以及近几年来扩大模式的方法。