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Call for expressions of interest – adjunct professor (industry professionals) and senior fellow (academic) positions at Luiss Business School’s Amsterdam Hub
News & Events

January 24 2022

Call for expressions of interest – adjunct professor (industry professionals) and senior fellow (academic) positions at Luiss Business School’s Amsterdam Hub
Luiss Business School – a leading business school headquartered in Rome – invites outstanding candidates to express their interest in teaching courses as adjunct professors or senior fellows at its Amsterdam Hub. Candidates for adjunct professor positions should have an MSc (or equivalent) from a university as well as at least 10 years of industry experience. Candidates for senior fellow positions should have a PhD degree As Luiss Business School expects strong growth of its Amsterdam Hub in the near future, the purpose of this broad call for expressions of interest is to identify professionals and academics who are eager to teach one or more courses. Candidates can teach in specific subject areas and, where relevant, in the context of specific industries. Positions are (expected to become) available in the following fields: Strategy,Marketing,Finance,Accounting,Entrepreneurship,Organization, HRM and leadership,International business,Logistics,Operations management,Digital business,Digital security management,Corporate governance andCircular economy management Positions are expected to focus (albeit not exclusively) on the following industries: Fashion,Luxury,Pharmaceuticals,Health,Food and beverage,Media and entertainment,Arts and culture,Sports andBanking. Role and Responsibilities We seek candidates who are committed to teaching and who aspire to contribute to Luiss Business School’s international expansion and visibility. Two types of positions are available: Adjunct professors Mandatory qualifications Experience in managerial positions or equivalent professional/consulting experienceAt least 10 years of work experienceMSc (or equivalent) degree from a universityPassion for teaching and educationFluency in EnglishConfidence in using digital and online teaching tools Preferred qualifications Teaching experience in post-graduate and executive educationEmbeddedness in the (local) business communityA PhD or MBA degree is not mandatory but warmly welcomed, as is a track record in research Salary and benefits Competitive hourly salaryOfficial recognition as a member of Luiss Business School’s extended facultyThe engagement lasts two years with contracts for specific teaching activities Candidates must: Undertake a minimum of 20 teaching hours per year in Luiss Business School’s programmes; the distribution of teaching activities among the different programmes will depend on the School’s teaching needsBe available to design and manage executive or custom programmes, coordinate master’s programmes and/or be involved in applied research projects Senior fellows Mandatory qualifications PhD degree in business or management (or a related area)Experience teaching at the university master’s level or equivalentPassion for teaching and educationFluency in EnglishConfidence in using digital and online teaching tools Salary and benefits Competitive hourly salaryOfficial recognition as a member of Luiss Business School’s extended facultyThe position is part-time with a contract duration of one year and is renewable Candidates must: Engage in a package of activities comprised of teaching, service and applied research (as negotiated with the School); the distribution of teaching activities among the different programmes will depend on the School’s teaching needsBe available to design and manage executive or custom programmes, coordinate master’s programmes and/or be involved in applied research projects About Luiss Business School Luiss Business School is an internationally recognized institution accredited by EQUIS and AMBA with its main campus in Rome. Through its education and research activities, the School provides the knowledge and skills needed to meet current and future economic and social challenges. Leaders in today's world do not only need talent and cutting-edge skills but also the ability to drive change. Luiss Business School fosters an education model that focuses on the learner, and on the development of strategic, analytical and creative skills in the individual. The School supports personal and professional development at all levels. The School's offering goes far beyond business – it generates processes of transformation and encourages a change-focused attitude to ensure that students become leaders who can assist in the development of the business community in a sustainable way. The approach is characterized by an entrepreneurial emphasis combined with problem-solving, creativity and critical thinking; the recognition of the importance of sustainability, social impact and diversity; and an understanding of the opportunities offered by digital transformation. About Luiss Business School’s Amsterdam Hub The Luiss Business School’s Amsterdam Hub symbolizes the driving force behind the School’s international consolidation. It is dedicated to the development and delivery of the international programme portfolio with the aim of catering to the heart of Europe. In Amsterdam, Luiss Business School brings together training programmes, research, chairs and socioeconomic partnerships, and offers management-education programmes and courses ranging from specialized master’s programmes to executive education. The building that houses the School dates back to around 1700 and is located on the southeast side of central Amsterdam. It was used as a monastery for more than 60 years (1921-1984) and has been owned by an ecclesiastical community since 1984. The building has been completely renovated with a high-quality finish. Monumental elements combined with a modern look-and-feel ensure an inspiring environment. The building’s imposing facade and entrance as well as its eighteenth-century garden dome make it the eye-catcher of the canal. Conditions of Engagement Luiss Business School is dedicated to inclusion and mobility, collective leadership, and responsibility with the aim of overcoming conventions, roles and purposes in order to transform borders into horizons. The School is focused on the promotion of diversity in its academic and student bodies. Our commitment to diversity, inclusion and excellence is unwavering. These values are central to our mission as a leader in research, teaching and society. We know that varied perspectives help generate better ideas for solving the complex problems of today’s changing – and increasingly diverse – world. Luiss Business School is an equal opportunity and affirmative action employer with a zero-discrimination tolerance policy. To further promote diversity in our faculty, women and underrepresented minorities are encouraged to apply. All expressions of interest will be considered without discrimination on any grounds. Expression of Interest To express your interest in one of these positions, please provide the following: A motivation letter including information on the subject fields (and, if relevant, the industries) you intend to cover when teaching at Luiss Business School,A curriculum vitae based on the format found in the attached example andCopies of your most relevant published research (if applicable). Applicants should send these documents to selectionluissbs@luiss.it by February 28, 2022. For further information, please contact facultyluissbs@luiss.it.  We will provide more information about this call during an online webinar on February 16th at 8.30 pm CET time. Please click here to register! Sample Cv 1/24/2022
The evolution of the pharmaceutical sector between digital transformation and new regulatory processes
Inside

October 05 2021

The evolution of the pharmaceutical sector between digital transformation and new regulatory processes
We thank HBR Italia for the report about the two "CEO Round tables" which took place during the kick off of the “Executive Programme in International Pharma and Healthcare Administration” with the participation of: Pierluigi Antonelli, CEO Angelini, Silvio Belletti, Partner BCG, Elcin Barker Ergun, CEO Menarini Group, Ugo Di Francesco, CEO Chiesi, Deborah Dunsire, CEO Lundbeck, Eriona Gjinukaj, COO Dompé, Jens Grueger, Director and Partner BCG & President ISPOR, Jordi Llinares Garcia[1], Work Stream Head at European Medicines Agency, Gianfranco Nazzi, CEO Almirall, Guido Rasi, Professor of Microbiology, Tor Vergata University, chair by Luca Magni, Professor of Practice Luiss Business School. The full version of the article is now available in English. The new "CEO Round table" will be held with the start of the second edition of the programme on October 19, 2021. The Impact of the pandemic on the pharmaceutical sector and the relationship between innovation and regulation: two of the hottest topics on the table of the CEOs of the pharmaceutical sector were discussed in the two panels organized by the Luiss Business School to present the first edition of the Executive Program in International Pharma and Healthcare Administration. The debates, introduced by Silvio Belletti and Jens Grueger, Partner of the Boston Consulting Group, were attended by main exponents of the Italian and world industry, and moderated by Luca Magni, Professor of Practice Luiss Business School. During the first of the two panels, attended by Pierluigi Antonelli, CEO of Angelini, Ugo di Francesco, CEO of Chiesi and Deborah Dunsire, CEO of Lundbeck, as well as Guido Rasi, professor of microbiology and former director of AIFA and EMA, we discussed how the pandemic has impacted the operational dynamics of the pharmaceutical sector, focusing on three main themes, introduced by Silvio Belletti (BCG): the interaction between companies and doctors, the regulatory dynamics and clinical development, smart working. Company-doctor interaction: towards a new-generation Customer Engagement The pandemic first blocked and then reduced for several months the visits of scientific informants to doctors, forcing companies to reinvent the way to interact with prescribers, leveraging virtual instruments. If it is true that, as a BCG survey shows, more than 50% of doctors expects or hopes that the relationship between virtual and face-to-face interactions will remain the one seen during the pandemic, it is also true, as Deborah Dunsire pointed out, that "personal promotion and face-to-face interactions remain crucial, especially when it comes to promoting a new drug being launched". For this, Pierluigi Antonelli hoped for "the transition to a hybrid model", also stressing that it is "crucial that the development of digital skills is not limited to the sales force but involves the whole organization". Ugo Di Francesco is also on the same wavelength, highlighting how "the adoption of a digital-oriented business model has reached different levels of maturity depending on the geographical areas", much more advanced in China and the United States, than in Europe. Dunsire and Di Francesco also underlined how it is essential that pharmaceutical companies exploit the digital opportunity to promote contents that are as tailor-made and personalized as possible, in order to maximize the doctor's customer experience and to express the commercial resolve in greater returns for companies. Regulatory dynamics: new scenarios, but Europe risks being left behind Just as the pandemic has impacted the interactions between business and physician, the world of clinical development has also seen significant changes along at least two main directions. In the first place, with COVID the so-called virtual trials have doubled, that is to say those clinical studies where the recruitment of patients and/or the evaluation of the results take place remotely. Also, the pandemic and the vaccine rush have shown the possibility of significantly shortening the development and approval times of drugs (typically above 5 years). It will now be essential to understand whether these accelerated development and approval timelines (which depend on various factors, including greater involvement of regulators in the development phases, parallelization of the same and the use of surrogate endpoints) can become the rule and not remain an exception due to the exceptional circumstances of COVID-19. In this regard, Professor Rasi underlined how it is "more difficult for this to happen in Europe than in the United States". The reason, however, would not be due to a more "conservative" approach by EMA compared to the FDA, but rather to the "difficulty in bringing together 27 member States in which a culture typically averse to risk prevails". Smart working: towards a hybrid model Finally, the round table focused on the issue of remote working, a particularly hot topic in this moment of transition from a due smart working to desired smart working. As Antonelli pointed out, "even before COVID, hypotheses for the introduction of remote work were being studied" and, from this point of view, "the pandemic represented a sort of forced test that highlighted the strengths but also the limits of this model ". While it is true that the logistical advantages are out of the question (provided that employees are equipped with adequate tools), it is also true that collaboration and innovation risk to be, if not compromised, at least limited. Consequently, as shared by Dunsire and Francesco, the need to "define hybrid models that allow you to benefit from the advantages of working from home without this translating into abandonment of the offices", which must remain the beating heart of the company's life, or the “backbone”, as Antonelli defined it. Keeping up is essential Rather than creating the need for a change, therefore, the pandemic has brought out needs that in a certain sense were already latent, imposing the need for companies in the sector to know how to reinvent themselves quickly and accelerating the introduction of new operating models, with a strong push on the digital element. The ability of companies to be able to seize this challenge in the required timeframes and in the best ways will be fundamental to obtain an advantage over competitors and, on the one hand, to capture market growth in the post "rebound" phase COVID and, on the other hand, be prepared for long-term challenges. The second roundtable hosted Elcin Barker Ergun, CEO of Menarini, Eriona Gjinukaj, COO of Dompé, Gianfranco Nazzi, CEO of Almirall and Jordi Llinares, Head of the Research and Innovation Department of EMA, spoke. The introduction by Belletti and Grueger focused on how innovation in the pharmaceutical sector has been the protagonist of the last decade. Just think, for example, that the drugs for rare diseases approved every year in the United States ranged between 50 to more than 300, or that the market for "novel modalities" (such as, for example, gene therapies), which currently has revenues of approximately $ 3 billion, should increase its value tenfold in less than 5 years. Despite a wave of innovation, which has made it possible to obtain results that were unthinkable until a few years ago from a clinical point of view, there are still several obstacles that complicate the approval processes or market access for new drugs. USA and Europe: the numbers and the reasons for the gap As shown by a study by the Boston Consulting Group, of the 220 drugs approved by the FDA in the United States between 2015 and 2019, only 97 were also approved in Europe and only in 22% of the cases this happened with shorter deadlines than in the United States. For Eriona Gjinukaj "especially small and medium-sized companies in Europe encounter difficulties in obtaining approval from the regulatory body". This requires a "greater flexibility in the evaluation of data relating to medicines that are administered to patients who often, without a cure, they would risk losing their lives”. Jordi Llinares was also on the same wavelength, underlining that in Europe there would be "a cultural reluctance to collaborate between regulatory bodies, pharmaceutical companies and key opinion leaders in the clinical development phase, attributable above all to fears of possible conflicts of interest for the latter”, which would result in an inevitable slowdown in the approval times for drugs. It is also interesting to note, as highlighted by Elcin Barker, that the gap between Europe and the USA is not only registered in terms of drug approval times, but also in the access times to individual national markets. In fact, if it is true that in some European countries, such as Germany, "it is preferred to allow patients immediate access to the drug, solving the issues related to price and reimbursement at a later time", there are other national realities where instead the opposite happens, and “a long negotiation on prices heavily slows down the entry on the market of even highly innovative drugs”. In this sense, Gianfranco Nazzi stressed "the need to work together to find a solution that has a financial basis and that allows the problem to be solved". Outcome-based models and the role of digital: a long but inevitable road The discussion then moved on to how satisfy the need for payers to keep costs under control and, at the same time, guarantee the highest level of quality of care, with outcome-based reward models, which provide a reimbursement linked to the success of the therapy. In this sense, Eriona Gjinukaj reiterated how for some time the industry has been trying to propose outcome-based models, which however "clash with the complexity of large-scale management even in countries - such as Italy - which have been the front line since several years". To this end, according to Grueger it is fundamental "to work on a common model among all European countries", which potentially leverages - as Llinares hypothesized - on a "federation of European databases that uses data of type real world” to facilitate the adoption of outcome-based payment systems. Emerging Countries: political instability undermines efforts towards advanced regulatory systems The final parenthesis on emerging countries is also very interesting: if for Europe the fundamental issue is to close the gap with the United States in terms of flexibility of regulatory processes and marketing access, in emerging countries " several drugs are not even available and the regulatory agencies are poorly structured and not very transparent”, underlined Gianfranco Nazzi. According to Jordi Llinares, "there have been efforts at a global level to create a sort of" African EMA "and the EMA itself has entered into bilateral agreements with various developing countries to strengthen the skills of local regulatory bodies". Political instability, however, weighs like a boulder on the attempts to carry out these projects and to bring emerging countries in step with the more economically developed ones. Renew regulatory processes to capture innovation A situation in which, as Silvio Belletti pointed out, innovation grows at a much higher rate than GDP, witnesses the difficulty in being able to capture the value of innovation itself. To reverse the trend, it therefore becomes essential to renew the regulatory processes, simplifying them and aligning them, as far as possible, with US best practice. Shorter approval and access times, collaboration between companies, key opinion leaders and regulatory bodies even during clinical trials, outcome-based models that reward products with the greatest impact on patients' health: the challenges are not lacking, it's up to Europe collect them and direct them towards creating a success story. [1] With great sadness we join the grief of family, friends and colleagues for the sudden and unexpected passing away of Jordi Llinares Garcia. 10/5/2021
Amsterdam Fashion Academy pharma
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29

Jan

MBA Open Day
Attend the presentation event and explore all MBAs starting in 2022. The MBA is the most exclusive growth path for professionals and Executives. Full-time, Part-time, Online, On Campus or Blended in Rome or Milan hubs. Choose the formula that allows you at best to build your personalised professional growth project. WHEN: 29 January 2022 from 10.00 am CET  WHERE: Luiss Business School, Campus Villa Blanc, Via Nomentana 216, 00162 Rome REGISTER AGENDA & SPEAKER 10.00-11.00 Presentation of MBA programmes 11.00 – 11.45 Masterclass held by Lorenza Morandini, Adjunct Professor di Supply Chain e Innovation, Luiss Business School 11.45-12.00 Q&A Session 12:00 – 13:00 One-to-one orientation sessions with the Staff The event is free of charge and will take place from 10 a.m. to 1 p.m. In compliance with Covid safety regulations compliance, the Super Green Pass Certificate is mandatory to participate. Registration is required. For the protection of all Open Day participants, please note that masks must be worn throughout the event. At the entrance to the venue, staff will take your temperature and hand sanitisation points will be available. REGISTER An MBA to respond to the needs of each professional From young professionals to middle-managers and C Levels, we design our MBA to match the different needs and expectations of each generation of students. Thus, no matter your current situation, if you want to grow, Luiss Business School has the right MBA to boost your potential. Full Time MBA – for young professionals and middle-managers with at least 3 years of work experience, who want to gain valuable tools to grow new business ideas, understand social issues and develop the ability to create change. Part Time MBA – for managers, entrepreneurs, start-uppers and professionals who are ready to expand their career prospects without sacrificing their present work and life commitments. Students may choose to attend either at Luiss Business School Campus in Rome or in Milan. Executive MBA - for tenured professionals and managers, C-Level and experienced entrepreneurs looking to boost their competences and professional growth towards a Leadership in line with the latest market trends. Flex MBA – for professionals worldwide with at least 4 years’ work experience who wish to improve their professional skills, boost their careers and manage the innovative and competitive skills required by the market, from the comfort of their own home/office.

20

Jan

Flex MBA: Online Presentation of the Programme and Demo Session of INSENDI Platform
Online presentation of the Flex MBA, a programme designed to fit your work schedule anywhere, anytime, anyplace. Sign up now to meet the minds behind the Programme and participate in a demo session of the INSENDI digital platform, leader in online and blended learning for global higher education.   REGISTER The topic of the webinar On Thursday, January 20, 2022 at 6.30 PM CET, we invite you to participate in the online presentation of the Flex MBA, powered by INSENDI Platform, that paves the way for a new interactive and global approach to acquire an internationally recognised and accredited MBA. Attending this webinar will give you the chance to virtually meet Maria Isabella Leone, Director of the Programme who will explain why the Flex MBA is the new now, in line with market trends and professionals’ new needs. The online event is also an exclusive opportunity to meet INSENDI’s Managing Director, James Connor, who will demonstrate the programme in the insendi platform and answer all questions relating to the platform features and online learning experience. The demo session allows participants to get a preview of the functionality and user experience of the platform; a fundamental step to learn about the ultimate learning experience and benefits that Flex MBA students will be exposed to during their journey. The MBA Coordinator will also be connected to answer any and all questions concerning the Programme structure, the admission process, and available scholarships. Agenda and Speakers 6. 30 PM CET | Greetings and Flex MBA highlights by Maria Isabella Leone, Programme Director 6:50 PM CET | Programme structure, timeline and calendar by Gabriella Di Benedetto, Programme Coordinator 7.00 PM CET | Digital Learning Experience by James Connor, INSENDI Managing Director and Q&A session REGISTER
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