Biotech firms must align operating models with their unique DNA, not rely on generic SMID templates

The article points out that two biotech firms with similar head counts, pipelines and growth plans can operate very differently. One may build extensive internal development infrastructure, while the other stays lean and outsources key functions.

It argues that a company’s operating model should reflect its own scientific, regulatory and commercial DNA rather than a generic SMID template. Leaders need to decide which capabilities to build, own, access or partner with, aligning those choices to their strategic direction.

Even when capital is limited, the piece suggests that intentional decisions about capabilities can help preserve future options and support long-term growth.