Here's an interview with Liu Xeubin, formerly of GlaxoSmithKline in China. That prospect should perk up the ears of anyone who's been following the company's various problems and scandals in that country.
Liu Xuebin recalls working 12-hour shifts and most weekends for months, under pressure to announce research results that would distinguish his GlaxoSmithKline Plc (GSK) lab in China as a force in multiple sclerosis research.
It paid off -- for a while. Nature Medicine published findings about a potential new MS treatment approach in January 2010 and months later Liu was promoted to associate director of Glaxo’s global center for neuro-inflammation research in Shanghai. Two months ago, his career unraveled. An internal review found data in the paper was misrepresented. Liu, 45, who stands by the study, was suspended from duty on June 8 and quit two days later.
Liu was the first author on the disputed paper, but he says that he stands by it, and opposed a retraction (only he and one other author, out of 18, did so). He had been at the NIH for several years before being hired back to Shanghai by Glaxo, which turned out to be something of a change:
“This was my first job in industry and there was a very different culture,” Liu said behind thick, rimless glasses and dressed in a short-sleeve checked shirt tucked neatly into his belted trousers. “I was also not experienced with compliance back then, and we didn’t pay enough attention to things such as recording of reports from our collaborators.”
There was also a culture in which Glaxo scientists were grouped into competitive teams, known as discovery performance units, which vied internally for funds every three years, he said. Those who failed to meet certain targets risked being disbanded.
What I find odd is Liu's emphasis on publishing, and publishing first. That seems like a very academic mindset - I have to tell you, over my time in industry, rarely have I ever felt a sense of urgency to publish my results in a journal. And even those exceptions have been for other reasons, usually the "If we're going to write this stuff up, now's the time" sort. Never have I felt that we were racing to get something into, say, Nature Medicine before someone else did. Getting something patented before someone else, into the clinic before someone else? Oh, yes indeed. But not into some journal.
But neither have I been part of a far-flung research site, on which a lot of money had been spent, trying to show that it was all worthwhile. Maybe that's the difference. Even so, if the results that the Shanghai group got were really important for an approach to multiple sclerosis therapy, that's all the more reason why the findings should have spoken for themselves inside the company (and been the subject of immediate further development, too). We don't have to get Nature Medicine (or whoever) to validate things for us: "Oh, wow, that stuff must be real, the journal accepted our paper". A company doesn't demonstrate that it finds something valuable by sending it out to a big-name journal, at least not at first: it does that by spending more time and money on the idea.
But Liu doesn't talk the way that I would expect in this article, and I feel sure that the Bloomberg reporter on this piece didn't pick up on it. There's no "We delivered a new MS program, we validated a whole new group of drug targets, we identified a high-profile clinical candidate that went immediately into development". That's how someone in drug R&D would put it. Not "We were racing to publish our results". It's all quite odd.