Research Universities and Big Pharma’s Wicked Problem

10/8/10

A few years ago BP awarded a consortium of universities led by Berkeley the largest grant in University of California history: $500 million over 10 years to develop biofuels. Despite BP’s well-publicized travails, their commitment to the Energy Biosciences Institute remains firmly in place.

BP is a huge company with a wealth of resources at its disposal. Why did it choose to turn to universities for help? Graham Fleming, now vice-chancellor for research at UC Berkeley, but earlier one of the architects of the EBI consortium, explains it this way:

Manufacture of biofuels is a “wicked” problem, defined conventionally as a problem that is almost insoluble because it requires the expertise of many stakeholders with disparate backgrounds and non-overlapping goals to work well together to address an important society problem. Manufacturing biofuels requires economists to verify a market; chemical engineers to design refineries; industrial microbiologists to optimize enzymes to break down biomass; botanists to select the optimum biomass; agronomists to define the crop locations; and hydrologists to ensure adequate irrigation. Even a company with the resource base of BP does not have quality expertise in all these fields. In contrast, universities DO have the requisite talent, but the trick is to network them together into a team. The Berkeley leadership skillfully assembled a “biofuel ecosystem” and so deservedly won the BP competition.

This example demonstrates that, with inspired leadership, universities CAN assemble teams to address wicked problems. An obvious challenge is whether creation of an analogous “bio-innovation ecosystem” might help address the current troubles in the pharmaceutical industry.

Insight into how a bio-innovation ecosystem might solve certain difficulties faced by the pharmaceutical industry can be garnered by examining the aviation industry. The pharmaceutical and the aircraft industry both invest huge amounts in creating new products. Aeronautical engineers may not understand completely the physics of wing lift, but they can predict what will fly with remarkable accuracy. A plane is designed by engineers, built to their specifications, is rolled out on to a runway and takes off perfectly. We have such trust in our aviation knowledge and our engineers that we are not surprised.

In contrast, many drugs fail completely to do any good when put into patients. If manufacturing new aircraft were like designing new drugs, nine out of every ten newly designed planes would crash on take-off. The key issue is that we are far from having biological knowledge at anywhere close … Next Page »

Regis Kelly is the director of the The California Institute for Quantitative Biosciences (QB3) at the University of California. Follow @

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  • http://www.pharmareform.com/pharmaplasia Mike Wokasch

    What a great article. Many universities do have the breadth of expertise needed to define the pathophysiology of diseases, identify potential targets, and develop assays for evaluating the effects of potential treatment options. I believe the key to making this happen at universities is to build teams of expertise with “collaborative” rather than the current “competitive” mentality. Big Pharma must also adjust their thinking from finding a compound to understanding disease interventions.

  • http://juliekinnear.com Julie Kinnear

    To join universities into one team doesn´t have to be such tricky task. We have sophisticated technologies that can help put together scientists of the entire world. There has to be a certain task and leader that can create working environment to achieve goals successfully in any field. Let´s support this idea!

  • http://www.aequorinc.com Marilyn Bruno

    As a biotech startup that owns our own patents on breakthrough non-toxic technologies that can reduce the considerable operating costs of algae/biofuel production due to fouling, we have yet to find a university that will work with us. The university paradigm seems to require their taking over our patent rights. Most will not sign our MTA or work with us on a fee-for-service basis. Until the IP issue is addressed, there is no incentive to collaborate.

  • http://www.iamscientist.com Borya Shakhnovich

    I completely agree, as problems are becoming more difficult, more and more companies are turning to academia to fill the talent gap and the knowledge gap. We need tools to create teams of inter-disciplinary knowledge workers and allow them to collaborate with each other in a meaningful environment. We have taken the first step towards solving that daunting problem at http://www.iamscientist.com. Companies can come and find the right team of researchers to solve their problems.

  • Pingback: Analogies between pharmaceutical development and education « Real Learning Matters

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