Read the Conversation
Meeting highlights:
- MS Focus: Biogen has been a leader in Multiple Sclerosis treatment, slowing disease progression but without a cure. They hold a strong market share, particularly in Europe.
- Increased Competition: Biogen now faces competition from biosimilars as key biological products go off-patent.
- Alzheimer’s Expansion: Despite global trial failures, Biogen continues investing in Alzheimer’s treatments. Their first drug was FDA-approved but faces challenges in Europe.
- SMA Success: Biogen turned Spinal Muscular Atrophy from a “death sentence” to a manageable condition, improving patient survival rates.
- Talent & Collaboration: Biogen focuses on attracting top talent and collaborating with scientific communities to drive their biotech leadership.
EF: What are the current priorities on your agenda? What challenges and opportunities are Biogen facing in Italy this year?
GB: We believe this is true not just in Italy but worldwide. For many years, we've focused primarily on treating multiple sclerosis. We are one of the few companies that have successfully altered the course of this disease. Initially, we slowed its progression, and with different products, we've managed to stop and even partially reverse it. Although there isn't a cure, our goal has always been to fill as many gaps as possible to meet every clinical and therapeutic need in this area. We have been market leaders for many years, especially in Europe, however, new competitors, including major global companies, have emerged. In response, we've diversified our investments in new therapeutical areas.
The spirit of Biogen is to be among the first to provide solutions where there are significant therapeutic gaps. We led the way in spinal muscular atrophy (SMA) by launching the first disease-modifying therapy. This was a groundbreaking achievement, as SMA, particularly severe forms, was often a death sentence. We offered a clear solution to this patient population, bringing hope to patients and their families as survival rates improved drastically. We worked closely with the scientific community and patient groups to save as many lives as possible.
Wee'also invested heavily in developing drugs to treat Alzheimer's disease. While more than190 global trials have failed, we remain one of the few companies committed to making a difference in this field, just as we have in other therapeutic areas.
We then took on the challenging task of developing an Alzheimer's drug, which received FDA approval but not EMA approval. Although this first attempt didn't succeed as planned, we remain committed. In partnership with Eisai, we're introducing a new product that has already been approved in the USA, China, Japan, South Corea, Emirates, Hong Kong, Israel and recently in the UK. This drug is vital to us and requires significant investment. When Chris Viehbacher joined Biogen as CEO in November 2022, he prioritized continued investment in rare diseases, leading to the development of a first-in-class drug for Friedreich's ataxia, a condition with no existing treatments. We are now focused on transitioning Biogen from a company known for some therapeutic areas to one that leads in multiple areas, especially where clinical needs are still unmet. Our priority remains to make a difference in regions lacking therapeutic benefits.
EF: As the general manager and ambassador for Italy within Biogen, how would you describe Italy's strategic significance to Biogen as a global group? Why is Italy an important market?
GB: First, Italy is not a small country, which is significant. Second, Italy has developed deep expertise in therapeutic areas like oncology, cardiology, and neurology, where we excel. A Bocconi University survey highlighted that Italy leads in neurology, with more publications per neurologist than any other European country. Our scientific and clinical expertise is highly recognized internationally, making this a key reason why Italy is important. The accountability of our centers, the attention to safety, and the care provided by each specialized center were seen as a model for the rest of Europe. This recognition further underscores Italy's significance.
On a personal note, I strive for Italy to be seen as a top reference within Biogen. In surveys within our affiliate and the global team, Italy consistently stands out for management transparency and a positive working environment. For twelve years, we've been listed among the best places to work, and for the past four years, we have been the first in our segment dimension. We focus on creating a positive climate and work environment where everyone is accountable and empowered. I don’t favor hierarchy; we operate as a flat organization where everyone can express themselves freely without fear. Feedback is valued as a gift and is crucial to our growth. I believe that success comes from the team, not just one person.
EF: From a future perspective, how do you see the changing landscape regarding access in Italy? How do you assess the long-term plan and vision, and what is Biogen doing to ensure the sustainability of the healthcare systems you are working in?
GB: Unfortunately, the cost of developing drugs is rising significantly. Regulators now require more patients in clinical trials, more safety data, and more extensive studies, making drug development much more expensive than it was in the past. Failure rates are also high, especially for companies pioneering new areas. As a result, the few successful drugs must cover the costs for the entire research and development. This reality is only sometimes understood, as governments are focused on managing drug costs to ensure sustainability. There needs to be a balance between the high cost of developing a drug and the value it brings to society. Often, the government prioritizes the immediate cost of the drug over the long-term savings and the voidable costs it can provide to the healthcare system.
To address this issue, we need people who understand the full value of a drug—not just its cost but also the savings it can provide to the national healthcare system and society. For example, in Italy, the burden of caring for Alzheimer's patients falls mostly on families, which often reduces household income as family members work less to provide care. This indirect cost is not adequately considered. This complex issue requires input from various stakeholders, not just those paying for the drugs but also those responsible for the healthcare system.
EF: Could you elaborate on the initiatives you drive in Italy, including the Digital Neuro Hub in collaboration with the Neurology Society and other initiatives you are doing beyond the physical portfolio?
GB: The core role of a global company like ours is to develop new drugs, especially in areas where clinical needs are still unmet. Our role is to ensure that these drugs are used appropriately, given to the right patients sustainably, and deliver real value through programs that help the scientific community treat diseases effectively. This is a given for a company like ours. But we go beyond this: guided by our “motto” "Caring Deeply, Changes Lives". We play a crucial role in the Italian healthcare system by partnering with all stakeholders through a strategic activation of a successful mix of projects and initiatives that fully embrace the needs of both the Italian patient and scientific communities, from activating innovative partnerships aimed at evolving patients paths to creating major national patients online communities, through fostering system readiness and disease awareness.
For example, we've collaborated with the Italian Society of Neurology for a long time. Recently, in mid-June, we launched the Digital Neuro Hub, aiming to become the first company to support the certification of “Digital Neurologists” based on pre-defined standards.
After this intensive course, young neurologists received certification, as we believe that artificial intelligence and machine learning can greatly enhance patient treatment now and in the future. It was encouraging to hear from the neurologists themselves that AI might transform the field but won't replace them. Instead, it will support them, helping them use big data and advanced tools to improve their work. It was impressive to see participants fully engaged, from early morning until late at night, listening to speakers, engaging in debates, and participating in workshops, all contributing to the added value of this initiative.
EF: How is Biogen attracting and retaining the very best talent that Italy has to offer?
GB: There isn't one simple answer to what attracts and retains people; it's a combination of factors. First and foremost is the company's core value the commitment to developing new, impactful drugs that can significantly change the course of diseases. This mission instils a sense of responsibility and accountability in our team, making them feel part of something bigger than just a job. They see it as a mission to deliver these life-changing drugs to patients who need them, driving them to go the extra mile daily. Another key element is the entrepreneurial spirit we’ve cultivated. After separating from a joint venture with an Italian company in 2011, we had to build our affiliate from the ground up in just three months. Despite the intense period of working long hours, the leadership team and many others who were with us then are still with us today. We’ve instilled a sense of entrepreneurship, ownership, and the belief that this is our company, allowing us to shape it into what we envision for the future.
Transparency is crucial to me I can't hide anything, and my team knows it. Sometimes, I'm told I'm too transparent and should be more reserved, but I believe in being open about the positives and the challenges we face. This honesty helps the team feel comfortable and committed to our mission. I try to always lead by example, encouraging the team to take ownership rather than just handing out tasks. Transparency, accountability, empowerment, and active listening are key values for us. I always seek feedback at all levels because we see feedback as a gift, even if it's sometimes tough to give. We also focus heavily on developing our team. Our HR team is exceptional in creating an environment where everyone can thrive and perform at their best. I remember a moment that stood out when one of our team members, who helped establish the organization after the 2011 startup, moved to our headquarters in Switzerland. Before he left, he shared with the team that he never came to work with a bad attitude, he always felt positive and motivated, knowing he could contribute to creating value for the team and our patients. That kind of spirit is what we strive to maintain and improve.
EF: As you celebrate thirteen years of managing the company, what three things are you most proud of about being in the company and your country?
GB: First, fostering a sense of belonging within our affiliate is crucial. When we started, we were the 5th largest affiliate in Europe, and now we're second, just after Germany. While it's challenging to surpass Germany due to differences in market dynamics and population population, this progress has always been our key goal. Another important element is our commitment to transparency. I'm not fond of politics, so this isn't a political affiliate. We speak openly, act decisively, and maintain a positive attitude to overcome challenges. Barriers will always exist, but we must focus on solving problems and moving forward rather than dwelling on what hasn't been done.
