AbbVie reports final analysis from Phase III trial of Elahere for ovarian cancer
US-based pharmaceutical company AbbVie has reported the final analysis from the Phase III MIRASOL trial, which assessed its antibody-drug conjugate (ADC) Elahere against chemotherapy for treating platinum-resistant ovarian cancer (PROC).
The randomised trial assessed the therapy's safety and efficacy when given to women with folate receptor alpha (FRα) positive PROC.
Its primary endpoint was progression-free survival (PFS), with its secondary endpoints being objective response rate (ORR) and overall survival (OS).
The study enrolled 453 subjects who had received up to three previous therapies and exhibited high-grade serous epithelial PROC expressing high FRα levels.
The median follow-up of 30.5 months showed that ADC treatment led to a median PFS of 5.59 months compared to 3.98 months for investigator's choice (IC) chemotherapy, decreasing the tumour progression or mortality risk by 37%.
In addition, it achieved an ORR of 41.9%, significantly higher than the 15.9% achieved with chemotherapy.
Subjects treated with Elahere also experienced a superior median OS of 16.85 months against 13.34 months for those receiving IC chemotherapy, marking a 32% decrease in mortality risk.
The drug's safety profile and duration of response were consistent with the primary data analysis at a median follow-up of 13.1 months.
AbbVie oncology medical affairs vice-president Svetlana Kobina said: "Ovarian cancer can be devastating, and when cancer cells stop responding to chemotherapy patients may feel hopeless about their journey.
'The data presented today reinforce the importance of Elahere as a transformative therapy for patients with limited options.'
Elahere received full approval from the US Food and Drug Administration in March 2024 and from the European Commission last November.
Several other nations are currently reviewing applications for marketing authorisation submitted by AbbVie for the drug.
Last June, AbbVie released positive topline data from the Phase II PICCOLO trial, which investigated Elahere as a single agent in heavily pre-treated platinum-sensitive ovarian cancer subjects.
"AbbVie reports final analysis from Phase III trial of Elahere for ovarian cancer" was originally created and published by Clinical Trials Arena, a GlobalData owned brand.
The information on this site has been included in good faith for general informational purposes only. It is not intended to amount to advice on which you should rely, and we give no representation, warranty or guarantee, whether express or implied as to its accuracy or completeness. You must obtain professional or specialist advice before taking, or refraining from, any action on the basis of the content on our site.
Hashtags
Try Our AI Features
Explore what Daily8 AI can do for you:
Comments
No comments yet...
Related Articles
Yahoo
19 minutes ago
- Yahoo
Lemonade First Quarter 2025 Earnings: Beats Expectations
Revenue: US$151.2m (up 27% from 1Q 2024). Net loss: US$62.4m (loss widened by 32% from 1Q 2024). US$0.86 loss per share (further deteriorated from US$0.67 loss in 1Q 2024). AI is about to change healthcare. These 20 stocks are working on everything from early diagnostics to drug discovery. The best part - they are all under $10bn in marketcap - there is still time to get in early. All figures shown in the chart above are for the trailing 12 month (TTM) period Revenue exceeded analyst estimates by 4.3%. Earnings per share (EPS) also surpassed analyst estimates by 7.5%. Looking ahead, revenue is forecast to grow 22% p.a. on average during the next 3 years, compared to a 5.2% growth forecast for the Insurance industry in the US. Performance of the American Insurance industry. The company's shares are up 4.6% from a week ago. You should always think about risks. Case in point, we've spotted 3 warning signs for Lemonade you should be aware of. Have feedback on this article? Concerned about the content? Get in touch with us directly. Alternatively, email editorial-team (at) article by Simply Wall St is general in nature. We provide commentary based on historical data and analyst forecasts only using an unbiased methodology and our articles are not intended to be financial advice. It does not constitute a recommendation to buy or sell any stock, and does not take account of your objectives, or your financial situation. We aim to bring you long-term focused analysis driven by fundamental data. Note that our analysis may not factor in the latest price-sensitive company announcements or qualitative material. Simply Wall St has no position in any stocks mentioned. Error in retrieving data Sign in to access your portfolio Error in retrieving data Error in retrieving data Error in retrieving data Error in retrieving data
Yahoo
24 minutes ago
- Yahoo
The Church of Jesus Christ strengthens global effort, doubling initial projections, helping improve the lives of more than 21 million women and children worldwide
SALT LAKE CITY , June 6, 2025 /PRNewswire/ -- As part of its ongoing responsibility to care for those in need, The Church of Jesus Christ of Latter-day Saints is bolstering its global initiative to improve the well-being of women and children. During meetings on Temple Square in Salt Lake City, Utah, on Thursday, June 5, 2025, Relief Society General President Camille N. Johnson told representatives from eight global humanitarian organizations that the Church is donating another US$63.4 million to this worldwide project first announced in 2023. Last year, the Church announced a $55.8 million donation as part of this effort. "Collaboration remains at the heart of this initiative; we create the greatest impact through our united efforts. Together, we look forward to another year of creating healthier futures for women and children and strengthening communities," President Johnson said. During the gathering, representatives shared key results from 2024, highlighting significant progress: 21.2 million children and mothers received vitamins. 1.87 million children were screened for malnutrition and treated if needed. 1.6 million mothers were trained in nutrition best practices. 219,000 pregnant mothers received prenatal care. 141,000 families received seeds, training or now have home gardens with more nutrient-dense foods. 41,000 people were trained in improved hygiene behaviors. 17,000 government health workers were trained to support maternal and newborn care, child nutrition, breastfeeding, and the administration of vitamins. 6,800 people benefited from improved water and sanitation facilities. 159 newborns were resuscitated at birth. 125 health facilities were trained to track clinical cases of malnutrition and provide treatment. The Church has taken a leadership role in convening eight globally recognized nonprofits, and as part of four groups, each focused on projects benefiting women and children. These organizations are: CARE International, Catholic Relief Services (CRS), Helen Keller Intl, iDE, MAP International, Save the Children, The Hunger Project, and Vitamin Angels. The four groups and their areas of focus and objectives are as follows Group 1: Helen Keller Intl, Vitamin Angels, iDEObjective: Increase access to nutritious foods, vitamins, and medications in 12 countries (Bangladesh, Cambodia, Democratic Republic of the Congo, Ghana, Kenya, Mali, Nepal, Nigeria, Philippines, Senegal, Sierra Leone, and Zambia). Group 2: CRS, The Hunger Project, MAP InternationalObjective: Improve maternal newborn care, water, sanitation, and hygiene, and nutrition in Ghana. Group 3: Save the Children, MAP InternationalObjective: Improve maternal newborn care and nutrition in Sierra Leone and Zambia. Group 4: CARE, iDE, MAP InternationalObjective: Improve agriculture and nutrition and upgrade medical clinics in Nepal. "With our global reach, we are uniquely positioned to foster collaboration among these eight organizations. By leveraging our individual strengths and resources, we amplify our collective impact," said Blaine Maxfield, managing director of Welfare and Self-Reliance Services. "What a blessing it is to come together to serve God's children around the world." The announcement of new funding was part of activities, including an expert panel discussion scheduled for later in the day on Thursday, June 5, led by Bishop L. Todd Budge, Second Counselor in the Church's Presiding Bishopric. The panel focused on health and nutrition for women and children. The panelists were President Camille Johnson, Blaine Maxfield, Sharon Eubank (director of Church Humanitarian Services), Sarah Bouchie (CEO of Helen Keller Intl), Ana Céspedes (CEO of Vitamin Angels), Lizz Welch (CEO of iDE), and Abena Amedormey (Ghana country representative for CRS). In 2023, the First Presidency asked the Relief Society to lead this global effort. President Russell M. Nelson has told women that they have a divine endowment to change lives. He said, "I am inspired by your diligence, dynamic leadership, and your ability to see a need and meet it." Members of The Church of Jesus Christ of Latter-day Saints believe in following the Savior's two great commandments: to love God and to love our neighbor. As part of this mandate, we seek to maximize our impact so our efforts bless not only those who receive help but also their families and communities. For more information on the Church's effort to care for those in need, please visit the most recent "Caring for Those in Need" summary. View original content to download multimedia: SOURCE The Church of Jesus Christ of Latter-day Saints Sign in to access your portfolio
Yahoo
39 minutes ago
- Yahoo
Why Are Gen-Z and Millennial Workers Obsessed With 'Soft Skills' in the Workplace?
In today's rapidly evolving workplace, dominated by advancements in generative AI, a consensus has emerged among younger workers: soft skills—such as empathy, communication, and leadership—are more important for career advancement than purely technical expertise. Deloitte's recent Gen Z and Millennial survey, which includes feedback from 23,000-plus such workers from around the world, reveals that more than eight in 10 young professionals believe these human qualities are essential to stand out and thrive, while only six in 10 believe that generative AI skills are somewhat or highly required. What's behind these numbers? As Elizabeth Faber, Deloitte Global Chief People & Purpose Officer, points out, 'In the age of GenAI, it's the human element that sets professionals apart … Soft skills are the bridge between human and machine, helping individuals navigate complex problems, collaborate across diverse teams, and lead with authenticity in increasingly dynamic environments.' This perspective resonates deeply with Sonali Karmarkar, the 31-year-old Head of Content and Community for YouTube Shopping. Karmarkar emphasizes that 'soft skills are inimitable—they are very difficult to teach yet are so crucial in the professional world.' For her, these skills 'enable one to connect with coworkers, business partners, and direct reports,' shaping how people influence and elevate projects beyond technical know-how. New York City-based career coach Eliana Goldstein echoes this sentiment, noting that while AI is 'infiltrating so many workplaces' and causing concern among many, 'there are people who have fear and concern around [if they'll be] replaced by AI. And if so, when is that going to happen? What do I do about it?' However, Goldstein stresses a reframing of this fear into opportunity: 'Once you plant those seeds, then people do genuinely start to feel that excitement of, oh, this is a really exciting opportunity for me right now; how do I capitalize on it?" According to Deloitte's survey, more than half of Gen Z and millennial workers are already integrating generative AI into their daily tasks—from brainstorming ideas and content creation to data analysis and project management. Yet many recognize AI as a complement, not a substitute, for soft skills. Valerie Chapman, a 26-year-old AI and technology creator, highlights how AI has transformed her work: 'AI has enabled me to scale my outreach, establish myself clearly as a subject matter expert, and amplify my voice in ways previously unimaginable.' However, she stresses that 'AI complements [soft skills] beautifully, allowing us to amplify our voices and share our stories more effectively.' For Chapman, the intersection of AI and soft skills holds promise, especially for historically underserved groups like women, helping them build confidence and advocate for themselves. Goldstein adds that while many believe AI to be intuitive, 'people are definitely still under utilizing it' She continues, 'It's not necessarily that people need tactical training on it; it's more so just about rethinking how they're using it.' She points out common uses such as helping to make emails more polished or aiding in the crafting of sales pitches, emphasizing AI's broad applicability across industries. At the same time, Briana Henry, a 34-year-old Senior Technical Engineer at Namaste Solar Electric, provides a cautionary note. She admits, 'I constantly forget that AI exists' in her highly technical and safety-critical role, where reliance on AI is limited by liability and trust concerns. Henry worries that over-reliance on AI could stunt creative problem-solving and diminish essential hard skills, underscoring that 'people need to have the knowledge and ability to at least review AI results for correctness.' The sentiment that soft skills are increasingly vital is echoed in how younger workers view career advancement. Karmarkar explains, 'Especially as one gets to a more senior level, these intangibles are what set people apart, since technical skill level becomes the baseline.' She sees soft skills as critical for motivating teams, coaching individuals, and adapting in ways technology cannot replicate. Goldstein reinforces this view, highlighting that while technical skills are 'incredibly important,' anybody can learn them through courses or training. In contrast, she explains, 'it is much more difficult to learn soft skills. Either communication just comes naturally to you, or it's incredibly hard, whether because you get nervous talking in front of people or other reasons.' She stresses the irreplaceable role soft skills play alongside AI: 'The human is the one communicating to other teams and leveraging the soft skills they have in order to disseminate AI across an organization or team.' Henry has witnessed this firsthand through her leadership experience. 'I have held leadership positions where I made decisions on hiring or punitive action in the past, and I have seen time and again where people with the soft skills required for the job have excelled and the reason people have required punitive action is because of the lack of their soft skills,' she shares. Chapman adds that in a landscape flooded with AI-generated content, 'genuine human connection and emotional intelligence become incredibly rare and valuable.' For her, the soft skills of storytelling, empathy, and communication are 'the heart of how we connect with technology,' especially for women navigating workplace challenges. While many companies provide some technical training, the development of soft skills often remains optional or undervalued. 'Soft skill trainings are often viewed as 'nice to have' and not mandatory, where employees aren't incentivized for taking time to cultivate their communication,' says Karmarkar. She advocates for mandatory soft skill modules to complement technical training, ensuring workers are fully equipped to collaborate and lead. Goldstein confirms that employer support for soft skills varies widely: 'It depends on leadership. If leadership cares about those things, you'll see it trickle down to the rest of the organization. If not, you won't.' She emphasizes that investing in soft skills will only strengthen workplaces. 'Investing in soft skills will not only help companies be more successful, but it will help in terms of employee retention.' Henry credits her company's cooperative culture for fostering her soft skills, through opportunities in leadership and teamwork: 'Being a co-owner has helped me build my skills with teamwork, communication, problem-solving, leadership, and many other areas of soft skills.' Yet she acknowledges that many companies may lack sufficient support for this development. Chapman, who has built her personal brand publicly, emphasizes self-driven growth: 'I've developed my soft skills by openly sharing my journey on social media… This practice has naturally boosted my confidence, honed my communication skills, and significantly expanded my network.' She warns that without mindful integration of AI, employees might feel anxiety or fear, rather than empowerment, highlighting a critical gap in workplace training. The message from Gen Z and millennial workers is clear: as AI reshapes the technical landscape, the qualities that make us human—our empathy, leadership, and communication—are the true currency of career progression. These skills not only help individuals use technology more effectively but also build authentic connections that machines cannot replicate. Karmarkar sums it up succinctly: 'Soft skills are what will set candidates apart in their ability to use the tech to unlock new solutions, be able to effectively synthesize the information to align to a long-term vision and compellingly communicate to their intended audiences.' In the end, mastering AI is important, but it's the human touch that remains the defining factor in professional success. You Might Also Like 4 Investment-Worthy Skincare Finds From Sephora The 17 Best Retinol Creams Worth Adding to Your Skin Care Routine
