Course description
This course is not a training in formal Decision Analysis as a scientific discipline. It does not aim to teach normative decision theory or formal influence-diagram methods.
Instead, the course focuses on how decision analysis is adapted and applied in real drug development organizations, where decisions must be made under uncertainty, with incomplete data, evolving strategies, and strong organizational constraints.
We will borrow and adapt selected concepts, methods, and tools that are inspired by decision analysis, but reshape them to fit the realities of R&D projects and portfolios in pharma and biotech. The emphasis is on pragmatic, decision-supporting approaches that help teams and leaders move forward — not on theoretical optimality.
A central, realistic Aurelis case study is used throughout the course. The case mirrors real industry situations and is based on experience from multiple pharma and biotech organizations. The case unfolds over time and is revisited from different decision perspectives as new information, risks, and strategic questions emerge.
The course is highly interactive, and discussion driven. Participants are expected to contribute with perspectives, challenge assumptions, and compare how decisions are handled across organizations.
This course is designed for experienced professionals. There is no basic overview of drug development or decision theory.
