Forbes Japan

Following the successful launch of a new cancer drug in January 2020, Daiichi Sankyo has leveraged its antibody-drug conjugates (ADCs) to strengthen its global brand recognition. As it evolves into a truly global pharmaceutical company with clear strengths in oncology, how will the company sustain that momentum? Here, Head of Corporate Strategy and Business Portfolio, Atsushi Tsukamoto discusses strategy and leadership with Pluek “Eddie” Viriyahboubpha and Kei Takahashi of PwC Consulting Japan, a consulting partner in this transformation.

Japanese Global Pharma Making A Name In Oncology

"Eddie” Viriyahboubpha: Since the launch of your new cancer treatment in your fiscal year 2019, Daiichi Sankyo’s global awareness, especially in the United States, seems to have grown significantly. As a global strategy leader, how do you view this change?

Atsushi Tsukamoto: You’re right, Daiichi Sankyo never had much brand recognition outside Japan. But during my most recent time in the U.S., even my apartment manager recognized our name. That was a clear sign something had changed. We’re also seeing it in recruitment—oncology professionals are increasingly asking how they can join us.

ADCs were once widely viewed as an unpromising technology, but Daiichi Sankyo’s success has revived interest and intensified competition across the industry.

The Next Path To Success: True Global

Kei Takahashi: As that presence grows, I have to wonder about the structure and operations that underpin it. What does the Daiichi Sankyo global vision look like?

Tsukamoto: First, we value the mid- to long-term. So, rather than focusing on short-term sales by simply bringing in external drug candidates, we focus on developing new pharmaceuticals in-house and creating revolutionary new drugs on our own. That is the Daiichi Sankyo core identity that must go on, no matter the transformation.

Another is the belief that no one single region must be in control. A globally centralized structure, with one region dominating and a single headquarters overseeing the entire organization, does not necessarily bring the best solutions. Our organizational goal is to enable everyone, regardless of location, to contribute to global enterprise success and new value creation. The ideal is a flexible structure that leverages the strengths of every region. You could call it a distributed global model.

Eddie: That resonates with global initiatives for growth under Daiichi Sankyo’s “One DS Culture,” where diverse global personnel can depend on each other. It feels like you are nurturing a truly borderless culture, where every region can work together to take on the world. But having a single country in the lead does seem like it could be more efficient.

Tsukamoto: That model would be much easier, but we think it also leads to lots of missed opportunities. Opportunities are created when good ideas are shared globally, rather than confined to a single country.

Taking The Daiichi Sankyo Identity To The World

Eddie: As global transformation continues, I think it’s vital to identify your core and build unity around it. With your wealth of international experience, how do you understand the Daiichi Sankyo core identity?

Tsukamoto: I think our medium- and longer-term perspective, and autonomy, are important. Autonomy isn’t just bottom-up mindset, but a culture that allows everyone to think and propose action themselves. In particular, the R&D environment empowers individuals to take initiative and explore new ideas.

And open-mindedness is also important. We foster a culture of healthy conflict, where ideas are openly debated regardless of hierarchy. In this culture, “Everyone is equal before science,” and merit outweighs hierarchy.

Takahashi: What has kept that ideal alive?

Tsukamoto: I think it’s in our company DNA. There is no success when politics guide science. Our structure ensures that work is driven by sincere and rigorous ideas.

Eddie: I’ve seen for myself how discussion can finally lead to a science-based consensus. That culture drives your creativity.

One DS Culture And “Spillover”

Takahashi: It’s important to have a sense of connection during a global transformation.

Tsukamoto: Autonomy is a strength, but as diversity increases, decision-making criteria can become less clear. That’s where One DS Culture comes in. We’ve translated our strategy and values into various languages and clearly reinforced the principles through leadership. We do not rely on unspoken rules. We turn cultural differences into strengths.

Takahashi: What do you think about the value of “spillover”? As roles and responsibilities become clearer, there’s a tendency for people to stop pushing boundaries and trying new things. But spillover can also lead to innovation, and I think that’s part of Daiichi Sankyo’s core identity.

Tsukamoto: It’s an important question. “Spillover” itself can be part of roles and responsibilities. I think we want to treat proactive, independent thinking not as an individual quality but as an organizational strategy—as a common behavioral principle worldwide.

Leadership To Face Hard Questions

Takahashi: Transformation needs strong leadership. As organizations become more diverse, there is a greater need for individuals who can act as “ambassadors” of what makes us who we are. What do you think the mindset and behavior for that role should be?

Tsukamoto: They must be willing to step beyond their comfort zones and challenge convention. My style to change is built through small, steady actions—grounded in science and sharpened through dialogue and healthy conflict.

Takahashi: If you could give yourself one role in Daiichi Sankyo’s global transformation, what would it be?

Tsukamoto: Honestly, I don’t know. I think we’re going to be faced with difficult issues that no one has the solution for yet. We must be prepared to solve the toughest problems, guided by logic and passion. That’s what I can say for now.

Profile: Atsushi Tsukamoto: Senior Corporate Officer, Head of Corporate Strategy & Business Portfolio Department, Global Corporate Strategy at Daiichi Sankyo/ PhD in Pharmaceuticals Development. Joined Daiichi Sankyo in 1994. After working in a variety of pharmaceutical development positions, he was moved to the U.S. subsidiary Sankyo Pharma Development in New Jersey. Now a global corporate leader with significant background in development and project management, as well as experience both in Japan and the U.S.  

Pluek “Eddie” Viriyahboubpha: Executive Officer & Partner at PwC Consulting. He specializes in medical & life sciences, transformation strategy, change management, and technology. Has extensive experience and expertise in fields like organizational strategy, IT/DX, patient support programs, and more gathered over a career spanning over 20 years in global leadership.

Kei Takahashi: Executive Officer & Partner at PwC Consutling LLC, currently on secondment to PwC US. He joined the firm after a career with a strategy consulting firm, and served as an account lead for a major Japanese pharma company through a company-wide global transformation. He also was a launch leader of the healthcare entrants initiative providing cross-industry support for companies entering the field. In the United States, he leads the support of global transformation of Japanese pharmaceutical companies.