Dilip Shanghvi’s fearless approach to risk has propelled Sun Pharma to great heights, and his entrepreneurial spirit shows no signs of slowing down.
Dilip Shanghvi, the 69-year-old chairman and managing director of Sun Pharma, India’s largest pharmaceutical company, reflects on his 42-year journey of building the company from scratch. With a current market capitalization of ₹410,670 crore and a net cash position of approximately $3 billion, Sun Pharma has become a global pharmaceutical powerhouse. Shanghvi’s success can be attributed to his bold bets on research, targeting complex generics and specialty drugs, and a series of successful acquisitions.
Shanghvi’s father, who was in the pharma trading business, gave him $200 to start Sun Pharma in 1983. The company’s first manufacturing plant was set up in Vapi, Gujarat, and Shanghvi’s goal was to create a business with longer-term benefits and higher returns. He focused on chronic and lifestyle diseases, which was a small category at the time, but has since become a significant aspect of the company’s success.
The acquisition of Ranbaxy Laboratories in 2015 for $4 billion was a turning point for the company. Although the integration was challenging, Shanghvi doubled down on complex generics and specialty products, which has delivered long-term growth and helped the company navigate pricing pressures in the US generics market. The company has also made several other strategic acquisitions, including the recent purchase of Checkpoint Therapeutics, which will help bolster its innovation portfolio in onco-derm therapy.
Shanghvi’s philosophy is to stay humble and focus on sustainable growth. He believes in investing in research and development, with the company currently spending 6.7% of its revenue on R&D. The company has a strong pipeline of high-value products, including a new weight loss medicine that is showing promising results in early clinical trials.
Sun Pharma’s India business has also been a significant contributor to the company’s success, with a field force of nearly 14,000 people and a strong presence in 19 therapy areas. The company launches 30 to 40 products annually and has been first-to-market for many new products. Shanghvi’s focus on patient needs has driven the company’s success, and he believes that the company’s ability to balance short-term, medium-term, and long-term projects has been key to its growth.
Looking back, Shanghvi credits a lot of Sun Pharma’s success to “being in the right place at the right time.” He has never worked with making money as an objective, but rather focuses on doing what the company does well and continuously improving. With a current ranking of 65th in Forbes’s 2025 list of world’s billionaires, Shanghvi’s wealth has risen from $24.9 billion to $27.4 billion in just a few weeks.
Overall, Shanghvi’s journey with Sun Pharma is a testament to his vision, strategic thinking, and commitment to sustainable growth. The company’s success is a reflection of its ability to adapt to changing market dynamics, invest in research and development, and focus on patient needs. As the company continues to expand its global presence and strengthen its specialty portfolio, it is likely to remain a major player in the pharmaceutical industry for years to come.
Glenmark’s UK approval of Dapagliflozin overturned on appeal as Teva prepared to enter the market
The UK Court of Appeal has overturned an earlier decision, granting AstraZeneca’s request for an injunction against Glenmark Pharmaceuticals’ generic version of the diabetes treatment Forxiga (dapagliflozin). This decision comes as a significant setback for Glenmark, which had been poised to launch its generic version of the medication in the UK.
The original ruling had denied AstraZeneca’s request for an injunction, allowing Glenmark to proceed with its plans to market a generic version of Forxiga. However, AstraZeneca successfully appealed the decision, arguing that the launch of Glenmark’s generic would infringe on its patent rights.
The UK Court of Appeal’s decision is a major victory for AstraZeneca, which can now prevent Glenmark from selling its generic version of Forxiga in the UK until the patent expiry date. This will allow AstraZeneca to maintain its market exclusivity for the medication, at least for the time being.
Glenmark had been expected to launch its generic version of Forxiga in the UK, which would have likely led to significant competition and price erosion for AstraZeneca’s branded product. The injunction will now block Glenmark’s plans, providing AstraZeneca with a temporary reprieve from generic competition.
The decision is also a significant development in the ongoing patent dispute between AstraZeneca and Glenmark. The two companies have been embroiled in a lengthy legal battle over the validity of AstraZeneca’s patent for Forxiga, with Glenmark arguing that the patent is invalid and AstraZeneca claiming that it is enforceable.
The UK Court of Appeal’s decision will likely have implications for the broader pharmaceutical industry, particularly in terms of the balance between patent protection and generic competition. The case highlights the complexities and uncertainties of patent litigation, where decisions can have significant consequences for companies and their products.
For now, AstraZeneca can breathe a sigh of relief, having successfully protected its patent rights and maintained its market exclusivity for Forxiga in the UK. However, the ongoing patent dispute with Glenmark is far from over, and further developments are likely to emerge in the coming months and years.
Pfizer leverages artificial intelligence and automation to achieve an additional $1.2 billion in cost savings.
Pfizer has announced plans to leverage artificial intelligence (AI) and automation to generate an additional $1.2 billion in savings. This move is part of the pharmaceutical giant’s ongoing efforts to improve operational efficiency and reduce costs. The company has already made significant strides in this area, having achieved $3 billion in savings since 2019 through various initiatives.
By harnessing the power of AI and automation, Pfizer aims to streamline its processes, eliminate waste, and enhance productivity across its global operations. The company will focus on implementing digital solutions that can help optimize its supply chain, manufacturing, and research and development (R&D) functions. AI-powered tools will be used to analyze vast amounts of data, identify trends, and predict outcomes, enabling Pfizer to make more informed decisions and drive innovation.
One key area where Pfizer plans to apply AI is in clinical trial design and execution. The company will utilize machine learning algorithms to analyze patient data, identify potential participants, and optimize trial protocols. This approach is expected to improve trial efficiency, reduce costs, and accelerate the development of new medicines.
Another area of focus will be the implementation of automation technologies, such as robotics and robotic process automation (RPA), to enhance manufacturing and supply chain operations. By automating repetitive and mundane tasks, Pfizer can free up resources, reduce errors, and improve product quality.
Pfizer’s commitment to digital transformation is part of a broader industry trend, as pharmaceutical companies increasingly recognize the potential of AI and automation to drive growth, improve efficiency, and enhance patient outcomes. The company’s CEO, Albert Bourla, has emphasized the importance of embracing digital innovation to stay ahead of the curve and deliver on Pfizer’s mission to improve human health.
With its latest initiative, Pfizer is poised to build on its existing cost-saving achievements and drive further efficiencies across its operations. The additional $1.2 billion in savings will help the company invest in new technologies, drive innovation, and expand its pipeline of promising medicines. As the pharmaceutical industry continues to evolve, Pfizer’s focus on AI, automation, and digital transformation will likely position the company for long-term success and growth.
Kiran Mazumdar Shaw Labels Bengaluru as a ‘Garbage City’, Read Her Full Post
Kiran Mazumdar-Shaw, the Executive Chairperson of Biocon Limited, has expressed her disappointment and concern over the current state of Bengaluru, once known as the “Garden City”. She tweeted a video showcasing the poor condition of Lal Bagh, a prominent park in the city, and lamented that Bengaluru is transforming into a “garbage city”. Mazumdar-Shaw called upon the citizens to take action and work together to restore the city to its former glory.
Her comments come after BJP MP Tejasvi Surya wrote a letter to Bengaluru Incharge Minister DK Shivakumar and BBMP Commissioner Tushar Girinath, highlighting the city’s poor infrastructure. Surya pointed out the deplorable state of roads, potholes, garbage, and broken footpaths, which he believed created a negative image of the city, especially during the recent TCS World 10K race.
Mazumdar-Shaw’s tweet sparked a sense of urgency, as she questioned what had happened to the city’s original planning and vision. She emphasized the need for citizens to take ownership and work towards regaining their city, allowing it to flourish once again. The tweet also tagged the official handles of the Bruhat Bengaluru Mahanagara Palike (BBMP) and the Bangalore Political Action Committee (BPAC), signaling a call to action for the authorities to address the issue.
The criticism from prominent figures like Mazumdar-Shaw and Surya highlights the growing concern over Bengaluru’s deteriorating infrastructure and environmental condition. The city’s rapid growth and urbanization have led to issues such as garbage management, traffic congestion, and poor public amenities. The call to action from Mazumdar-Shaw and Surya serves as a reminder that the citizens and authorities must work together to restore Bengaluru’s former charm and ensure a sustainable future for the city.
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