See full article on the website.
• What changed: Update. See full article on the website.• Executive impact: Implication for executives: reassess life sciences & IP posture, especially decision ownership and evidence standards across Brazil operations.• Where to go deep: core operational process described, documentation/evidence retention, group-wide consistency controls.• Decisions to make: scope and accountable owner, evidence required to defend decisions, escalation thresholds.• Next steps: run a focused gap assessment; update playbooks/policies; and circulate a 1‑page executive memo (options, tradeoffs, timeline, residual risk, owner).
This section gives quick answers to the most common questions about this insight. What changed, why it matters, and the practical next steps. If your situation needs tailored advice, contact the RNA Law team.
Q: What changed, and why is it not “business as usual”?A: reframes expectations in life sciences & IP. See full article on the website. Q: Which parts of the business will feel this first?A: Typically: the operational teams executing the rule (approvals/filings, product/service design, contracting) and the lines that must prove compliance under scrutiny. Q: What is the main enforcement / dispute risk executives should manage?A: Misalignment between policy and execution plus weak documentation are the usual failure modes. Set ownership, define evidence standards, and ensure consistency across subsidiaries. Q: What should we do in the next 30–90 days?A: Commission a targeted gap assessment; prioritize high-impact processes; update playbooks and controls; and issue an executive memo with options, costs, timing, and residual risk. Align Legal, Compliance, Operations, and business owners on one plan.
