An M&A "super cycle" is unlikely because the most attractive targets—companies with successful assets—are increasingly choosing to "go it alone." Inspired by companies like Vertex and Regeneron, they are shrinking the pool of willing sellers.
Hervé Hoppenot argues that numerical pipeline valuations are often an illusion of rationality. Leaders first decide which projects they favor based on scientific merit, then adjust financial model inputs to produce a ranking that confirms their intuition.
Hervé Hoppenot's core advice is to actively combat our evolutionary bias towards risk aversion. He observes that in business, careers, and investments, people are too conservative and systematically fail to appreciate the full upside potential of their opportunities.
Ex-Incyte CEO Hervé Hoppenot argues against former CEOs remaining on the board. This presence stifles the new leader’s ability to enact necessary change, as they are constantly being judged by their predecessor. A clean, quick break is more effective for the organization.
For truly innovative therapies in poorly understood diseases, market research is misleading because a quantifiable market doesn't exist yet. The drug's success defines the patient population and reveals the true medical need, as seen with Jakafi and Gleevec.
To counter the inevitable patent expiration of its blockbuster drug Jakafi, Incyte's long-term strategy involved developing superior internal products to replace it. This approach aims to cannibalize its own revenue stream before competitors can.
Hervé Hoppenot rejects the notion that large organizations are inherently slow. He asserts that bureaucracy stems from a leadership failure to foster rapid decision-making, not from size itself. He believes large companies can be as agile as small ones if leaders actively break the bureaucracy.
Despite growing revenue from $300M to nearly $5B, Incyte’s market cap only grew from ~$12B to $20B over a decade. This shows how investor fear of a future patent cliff can severely discount a company's present operational success and cash flow.