ABSTRACT
As I begin this fi nal section of Part 4 of this book, I want to review briefl y what I’ve said so far about how life science fi rms might manage and accelerate their own evolution.
I take as self-evident that it is a necessary fi rst step to understand the industry’s environmental shifts and selection pressures (as described in Part 2 ) and the consequently emerging fi tness landscape and business models (as described in Part 3 ). That understanding is a necessary but insuffi cient requirement for the leadership team of any life science company.
