Expand and Invest to Grow

Expand & Invest to Grow: Our Strategy in Brief

We have taken significant strides to expand our operating space through the acquisitions of Abide and Alder in 2019, which gave us the platforms needed to expand our areas of focus in neuroscience. With the 2020 launch of Vyepti® in the U.S. and the global roll-out which was initiated in 2021, we are establishing a new frontier in migraine prevention for the patients that need it the most and expanding our presence into protein-based therapies.

Furthermore, we are continuously expanding our existing portfolio of medicines into new markets. The changes we made to how we approach R&D enable us to de-risk our internal pipeline compounds in early development. We utilize an experimental medicine approach to identify the effects of a drug in carefully selected patient populations, to find the most efficient clinical pathway powered by biomarkers and study designs and advance the most promising drug candidates into full development.

The geographical expansion of Vyepti® and the continuing efforts to grow and expand strategic brands, along with several other life cycle management projects, are all crucial to our future. We have made choices on where to accelerate and enhance the use of digital solutions within our operations and R&D. Also, we have taken steps to fortify our winning culture with increased agility, collaboration, diversity, and inclusion. These are just a few of the many actions that are helping us deliver on the promise of our strategy to yield sustainable, long-term profitable growth.

Our goal continues to be providing innovative treatments for patients that create value for Lundbeck. Achieving our fullest potential as a mid-size, highly specialized pharmaceutical company requires that we thoughtfully concentrate our efforts where we can make the most difference for patients. While we maximize the great medicines and brands that we already have, we simultaneously focus on growing our pipeline with treatments for brain diseases for which there are few, if any, treatment options.

By focusing on niche and rare disease neurology and psychiatry indications which are treated by specialist physicians, we can best take advantage of our size and strong relationships with these healthcare providers to deliver powerful solutions to challenging diseases. We currently promote medicines that, in some countries, both primary care physicians and specialists treat. We will continue to promote these excellent medicines, working with our partners to reach these larger numbers of physicians. Just as important to growing our pipeline and selling our medicines is the manufacturing of our medicines, whether internally or via external contract manufacturing.

We have strong internal capabilities within small and large molecules to support our R&D pipeline, including monoclonal antibody design, process and formulation development capabilities, as well as end-to-end internal small molecule manufacturing facilities. Our three priorities across “Production, Development & Supply” remain quality, reliability, and cost. We have a robust track record on all three parameters and ambitious goals to continuously improve performance with a strong focus on operational excellence and sustainable sourcing.

We aim to build on what we have achieved and capitalize further on the strong fundamentals that are deeply ingrained in Lundbeck; our rich heritage of developing and producing life-changing treatments for patients, our deep scientific knowledge in psychiatry and neurology, and our patient-centric mindset.

We will focus on embracing new biologies and technologies, adjusting and learning as we forge ahead. In the future, we will work with even more agility and collaboration across geographies, simplifying our processes and accelerating our ability to test and learn for faster, higher-quality decision making. This will fully leverage our diverse talent, knowledge, and skillsets so that we can pursue solving some of the biggest brain disease challenges with the greatest patient reward.

There are five strategic imperatives at the core of Lundbeck’s strategy.

1. Maximizing performance of existing brands
2. Expanding our operating space
3. Rebuilding our pipeline
4. Maintaining focus on profitability
5. Enhancing our organizational agility and collaboration

Over the past two years, we have made strategic choices around where we put our efforts across our entire business.Besides providing innovative and life-changing treatments for brain disease, we aim to be a strong advocate in reducing stigma.

We believe in educating influential stakeholders that there is no health without brain health, so more people get access to the care they need. Our long-term ambition is to be #1 in Brain Health in the eyes of the patients we tirelessly serve. We strive to learn and adapt, aiming high to find ways to serve patients even better.

We aim high and strive for more in all that we do. We aim to be the leader in brain health, in the eyes of our patients. We know we are well on our way when:

We have top quartile financial results in our peer group. By focusing on our patients and our products, top financial performance will follow. 

 
We have a premier neuroscience pipeline filled with assets that will make a difference to our patients.  

We have an established and focused commercial footprint around commercially attractive patient segments in niche and rare neurology and psychiatry, treated by specialists. 

We are best in class in terms of how we use digital technologies to improve patient outcomes.  

We are a company leveraging diversity, where top talents within neuroscience aspire to work. We continue to deliver sustainable growth in revenue and profitability. 

And finally, we are on track to be carbon neutral before 2050. Giving back to society is equally as important as financial performance. 

The culmination of all this together is what will make us #1 in Brain Health, serving the people who need new medicines to help them conquer brain diseases. It will take every brain being fully “in the game” to achieve it. We continue to prioritize and act, year by year to stay on track.