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reimbursement codes, or provider education
frameworks.

To many inside these organizations, pursuing edible
biologics feels less like a bold move—and more like a
career risk with no upside.

Because if the program fails, it’s on your record.
If it succeeds, it might cannibalize your own division’s
revenue.
And if it challenges entrenched ways of doing things, it will
likely encounter internal resistance at every stage—from
legal to regulatory to commercial strategy.

So what do teams do?

They choose the safer path.
The familiar one.
The path of incremental innovation:

● Launch a new autoinjector.
● Tweak a formulation.
● Add a pediatric indication.
● Extend the lifecycle by 18 more months.

It may not be groundbreaking, but it’s rewarded internally.
It checks the boxes.
It keeps the franchise intact.

The “Wait and License” Play

In some cases, companies will express lukewarm interest
in edible biologics—just enough to stay informed, not
enough to act.

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