Nykode's journey in Norway's nascent biotech scene meant less support, forcing the team to develop extreme perseverance and courage. This initial struggle, while slowing them down, ultimately created a stronger, more adaptable company culture compared to those in established hubs.
During rapid, remote growth, Nykode's biggest mistake was implementing excessive governance and red tape. The solution was to dismantle these structures, remove silos, and focus on a project-based culture where job descriptions don't limit contributions. True scalability came from less process, not more.
Nykode finalized major deals with Genentech and Regeneron during COVID lockdowns over audio-only calls. Co-founder Agnete Friedrichsen believes this would have been impossible without the strong personal relationships and trust they had built through extensive face-to-face meetings prior to the pandemic.
To break down silos, biotech Nykode integrated business development directly into the responsibilities of its scientific program leads. This ensures the core team developing the technology is also deeply involved in and accountable for its commercialization, creating a more cohesive and market-aware organization.
The recent momentum in cancer vaccines is not due to a single discovery. Instead, it's the culmination of decades of slow, steady progress in ancillary technologies like genetic sequencing, improved scientific understanding of tumors, and evolving regulatory frameworks, all maturing at the same time.