Table 4. Obstacles to the adoption of... | Emerald Publishing

Table 4.

Obstacles to the adoption of personalized medicine – organizations in subset of the public health ecosystem

Obstacles – organizations in subset of the public health ecosystem	Description
Universities and science and technology institutes	There is no internal organization to avoid repetition of efforts There are duplicated efforts and a lack of knowledge in organizations about PM initiatives The strategy for PM in universities and science and technology institutions is fragile Educational and research institutions recognize that their curricula are not suitable for the training of professionals to work with the new technologies Science and technology institutes do not have a clear strategy to approach PM
Researcher’s ability to innovate	There is a gap in the ability to turn research into innovation and bring it to the market There is an abyss between research and knowledge production and its practical use
Brazilian pharmaceutical companies	National pharmaceutical companies identify the opportunity but are not mobilized
Startups	PM startups identify the opportunity but are undermined due to the immaturity of the ecosystem They are mostly research spin offs, innovative in products, services and/or business models. They recognize that they do not have the necessary assets to act as suppliers to the end customer, as they lack certified physical facilities, brand recognition, financial leverage, distribution channels, working capital, etc. They resent the lack of interest of the national industry for co-developments and acquisitions. The business model of similar companies in more developed markets is the acquisition of the startup by more established companies. Although there are agencies and investors in the state of São Paulo, some stages in the innovation process are difficult to finance

Obstacles – organizations in subset of the public health ecosystem	Description
Universities and science and technology institutes	There is no internal organization to avoid repetition of effortsThere are duplicated efforts and a lack of knowledge in organizations about PM initiativesThe strategy for PM in universities and science and technology institutions is fragileEducational and research institutions recognize that their curricula are not suitable for the training of professionals to work with the new technologiesScience and technology institutes do not have a clear strategy to approach PM
Researcher’s ability to innovate	There is a gap in the ability to turn research into innovation and bring it to the marketThere is an abyss between research and knowledge production and its practical use
Brazilian pharmaceutical companies	National pharmaceutical companies identify the opportunity but are not mobilized
Startups	PM startups identify the opportunity but are undermined due to the immaturity of the ecosystemThey are mostly research spin offs, innovative in products, services and/or business models. They recognize that they do not have the necessary assets to act as suppliers to the end customer, as they lack certified physical facilities, brand recognition, financial leverage, distribution channels, working capital, etc.They resent the lack of interest of the national industry for co-developments and acquisitions. The business model of similar companies in more developed markets is the acquisition of the startup by more established companies. Although there are agencies and investors in the state of São Paulo, some stages in the innovation process are difficult to finance