Ever tried a new roast from a different region…

Only to realise it’s not for you?

No big deal, you just switch back. The cost of changing your mind is low.

But what if switching decisions came with millions in sunk cost, a fired CEO, or a bankruptcy risk?

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In biotech, that’s often the case.

Many decisions—choosing an indication, launching a clinical trial, or signing a licensing deal—are irreversible.

Once made, you can’t afford to backtrack so easily.

That’s why biotech leadership needs a different kind of thinking: one that separates reversible vs. irreversible choices.