Debashis Sarkar, SVP & Head Emerging Markets, Aurobindo Pharma
In an exclusive interview with Thiruamuthan, Assistant Editor at India Pharma Outlook, Debashis Sarkar, SVP & Head Emerging Markets, Aurobindo Pharma, discusses how Indian pharma is building biologics capabilities, balancing generics with innovation, and focusing on core strengths while enhancing patient access and affordability. He also sheds his insights on regulatory pressures and the growing role of AI and technology in driving efficiency, specialization, and long-term competitiveness.
Debashis Sarkar is a seasoned pharmaceutical business leader with over 20 years of experience in global markets, specializing in portfolio strategy, marketing, and sales. He has held key roles at Cipla, Dr. Reddy’s, and Macleods, with expertise in P&L management, business development, and building high-performing, cross-cultural teams.
As the demand for biologics and personalized treatments continues to rise globally, how are pharmaceutical companies in India adapting their portfolio strategies to navigate these trends and maintain profitability?
As demand for biologics and personalized treatments rises globally, Indian pharmaceutical companies are actively strengthening their portfolio strategies to stay competitive and profitable. Leading players are investing in building end-to-end capabilities—not just in manufacturing biologics and biosimilars, but also in research, development, and large-scale production.
There is a clear focus on expanding complex product pipelines, with newer biologics and biosimilars being introduced consistently. At the same time, Indian companies are leveraging their traditional strength—delivering accessible and affordable medicines at scale—to ensure wider global reach, especially across emerging markets.
Profitability is being balanced through scale efficiencies, process improvements, and strategic portfolio selection, where companies prioritize areas aligned with their core strengths. Additionally, India’s strong talent pool and continuously evolving technical expertise are playing a crucial role in supporting innovation and execution.
On the whole, Indian pharma is adapting by combining advanced capabilities in biologics with its proven model of affordability and access, enabling it to compete effectively in both developed and developing markets.
The future of pharmaceutical portfolios will be defined by deep specialization, ecosystem-driven models, and technology-led efficiencies, ensuring competitiveness in both developed and emerging markets.
With the increasing focus on patient-centric healthcare models and outcomes-based pricing, what role is patient-centricity playing in shaping portfolio strategy decisions in India’s pharmaceutical market?
Patient centricity has been central to many Indian companies. Yes, one might argue it was an access-driven model, but access-driven model is actually a patient-centric model.
When you are talking about affordability, accessibility, patient reach, development, and the overall healthcare ecosystem, it is improving by the day, especially for last mile connectivity. Although a lot still needs to be done, last mile connectivity is becoming more important. Access has multiple connotations. It is not just about drugs and cost, but ensuring patients have hospitals, trained doctors, nurses, diagnostics, devices, and the entire ecosystem to follow treatment properly.
It all centers around improving last mile distribution. Today, companies aim to reach the deepest corners at scale and speed. Technologies are playing a huge role—drones, for example, are being tested not just in remote areas but also for faster urban delivery. Access is not just reaching, but reaching on time. Even in cities, delays of two to three hours for essential medicines highlight the need for faster systems.
Technology is transforming every layer—from drug delivery to R&D, vendor management, sourcing, quality, and data systems. It is not just about identifying a product but improving the entire process and ecosystem. Government and institutions are also contributing, with initiatives like Genome Valleys and industry-academia collaboration improving research and talent readiness.
Globally, successful ecosystems like China and Korea show that progress comes from collective effort. As biologics, biosimilars, and personalized therapies grow, access remains critical. Innovation must also ensure scale and affordability. India, as a manufacturing hub, is well positioned, and while pace can be debated, the industry is evolving with clear forward momentum.
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As generic drugs remain a cornerstone of the Indian pharmaceutical market, how do portfolio strategies balance the growing demand for cost-effective generics with the push for innovative therapies?
Balancing generics and innovative therapies is a critical aspect of portfolio strategy in the Indian pharmaceutical market. While there is increasing discussion around moving towards innovation and new chemical entities, examples of truly innovative drugs from Indian companies are still very few and limited.
At the same time, patient-centricity and access remain central. Not every company can focus only on cutting-edge therapies for rare diseases that may affect a very small population globally. For a population of nearly 6–7 billion people, there is a strong need for high-quality, cost-effective generics that can reach at scale.
Despite advancements, significant gaps still exist—for instance, nearly 50% of hypertensive patients remain undiagnosed, highlighting the continued need for accessible and affordable treatment. This is where generics play a crucial role.
Globally as well, demand for generics is rising due to increasing healthcare inflation, which is estimated to be around 12%, compared to general inflation of 4–6%. Even developed regions like Europe are encouraging greater penetration of generics to manage rising healthcare costs.
At the same time, there is a clear need for innovation, especially to address region-specific disease profiles that may not be fully aligned with Western research priorities. Indian pharma must continue investing in research, though the pace can be debated.
In essence, both segments are essential. Generics ensure affordability, accessibility, and large-scale reach, while innovation addresses complex and emerging healthcare needs. A balanced approach between the two is necessary for long-term sustainability and impact.
Given the increasing regulatory pressures, such as drug pricing controls and the approval of new treatments, how are these factors influencing portfolio strategy decisions within the industry?
There are really increasing regulatory pressures, such as drug pricing controls and stricter approval processes, are significantly influencing portfolio strategy decisions across the pharmaceutical industry.
Companies now have to carefully evaluate which products to pursue, using detailed internal assessments and forward-looking models to account for pricing constraints and regulatory risks. Unlike earlier, these factors have become central to decision-making over the past five to seven years.
Additionally, localization policies, import restrictions, and higher duties are pushing companies to rethink global strategies. As a result, organizations are focusing more on their core strengths and identifying areas where they can maintain a competitive advantage despite regulatory uncertainties.
This shift is leading to greater specialization. Instead of entering every segment, companies are becoming more selective—deciding not only what to pursue, but also what to avoid. Many are strengthening vertically integrated capabilities in specific therapeutic areas such as CNS, ophthalmology, or vaccines, where scale, cost efficiency, and quality can be controlled more effectively.
At the same time, there is a strong emphasis on process innovation, automation, and technology adoption to improve efficiency, reduce errors, and sustain margins under pricing pressure. Portfolio strategies are increasingly aligned with these capabilities, ensuring long-term competitiveness.
Overall, regulatory pressures are accelerating a move towards focused, specialized, and efficiency-driven portfolio design, with companies refining their core areas and shedding non-strategic segments.
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As technologies like AI and data analytics continue to transform pharma, how do you foresee these advancements reshaping portfolio strategies and what trends will define the future of the sector?
Technologies like AI and data analytics are set to fundamentally reshape pharmaceutical portfolio strategies, especially in an increasingly volatile and fragmented global environment.
With rising geopolitical and regulatory pressures, particularly around localization and supply chain security, companies can no longer operate with broad, unfocused portfolios. Instead, portfolios will be sharply aligned to core strengths, and AI-driven insights will play a critical role in identifying where to compete and where to consciously exit.
Data analytics will enable companies to make more precise, evidence-based decisions, whether in selecting therapeutic areas, forecasting demand, optimizing pricing under regulatory constraints, or improving speed-to-market. AI will also enhance efficiency across the value chain, from R&D and clinical development to manufacturing, supply chain, and last-mile delivery, helping reduce inefficiencies and operational “flab.”
A key trend will be deep specialization. Companies will go beyond products to build integrated ecosystems around their core areas, whether defined by therapy (e.g., cardiology), capability (e.g., manufacturing excellence), or geography (e.g., stronghold markets like CIS). AI and analytics will support this by enabling better integration across functions such as diagnostics, treatment, distribution, and patient engagement.
At the same time, portfolio strategy will become more interconnected with overall business strategy, shaping not just R&D priorities, but also marketing approaches, talent requirements, and operational models. Organizations will increasingly use technology to strengthen their competitive edge within chosen domains rather than diversifying broadly.
Looking ahead, the sector will be defined by focused portfolios, AI-led decision-making, operational efficiency, and ecosystem-driven play models. Companies that leverage technology to deepen their core strengths and drive continuous innovation will remain competitive, while those with fragmented or unfocused strategies risk becoming irrelevant.
According to him, Indian pharmaceutical companies can strengthen portfolio strategies by:
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