Harvard Business Review

JUNE 8, 2015

Pharmaceutical companies, buffeted by regulatory changes, new drug technologies that alter entry barriers and competition, price pressures, and an estimated 300,000 job cuts since 2000, seem to fit the popular narrative of large organizations unable to deal with disruptive forces. The translation involves people and processes.

Health Care 8

Health Care Venture Capitalist Strategic Fit Pharmaceuticals 8

Harvard Business Review

MAY 22, 2018

As a professional speaker who delivers between 30-50 paid keynotes per year, here are three strategies I’ve discovered that can help you craft a successful talk that resonates with diverse attendees. First, it can be helpful to envision the sections of your speech as “modules” that you can shift and reshuffle as needed.

Audience 9

Audience How To Pharmaceuticals Conference 9

Harvard Business Review

JUNE 20, 2017

For organizations seeking to become more adaptive and innovative, culture change is often the most challenging part of the transformation. Innovation demands new behaviors from leaders and employees that are often antithetical to corporate cultures, which are historically focused on operational excellence and efficiency.

Company 15

Company Agility Innovation Learning-by-Doing 15

Harvard Business Review

JANUARY 31, 2013

Second, we see a raft of innovations that will alter how products are designed, manufactured and sold — everything from nanotechnologies to 3D printing. Then, manufacturing's most important role is as a driver of innovation, trade, and productivity. McKinsey has identified more than 20 distinct submarkets in China, for example.

Globalization 9

Globalization Supply Chain Pharmaceuticals McKinsey 9

Harvard Business Review

DECEMBER 27, 2016

But we would argue that credibility may also be signaled to important external stakeholders — future employees, patients, the pharmaceutical industry, donors, and so on. The course culminates in a team-based innovation project presented to hospital leadership. …and how training can make them even better ones.

Management 15

Management 360-Degree Feedback Mayo Training 15

Harvard Business Review

MARCH 2, 2012

They are remarkably open to talented people from diverse backgrounds, and are highly skilled at giving future leaders the knowledge and experience they need to lead successfully in the global economy. companies actively promote executive officers with diverse geographic and cultural backgrounds.

Competitive Advantage 12

Competitive Advantage Globalization Development Intellectual Capital 12

Strategy Driven

MARCH 18, 2011

Moreover, fixed assets are more difficult to leverage across diverse businesses than capabilities, and they tend to expire, become obsolete, or give way to related services. For example, in China, markets are still highly regulated, and domestic players protected. It divested a number of personal care and confectionary lines (e.g.,

Resources 52

Resources Industry System Strategy 52

Harvard Business Review

FEBRUARY 2, 2015

Steel did in an earlier era of manufacturing, Aquion and innovative firms like it are spearheading economic and employment growth across the country. Indeed, in a world where globalization and rapid technological changes are the norm, manufacturing, high-tech development, and innovation clearly require a different level of support.

Industry 8

Industry McKinsey Engineering Innovation 8

Harvard Business Review

DECEMBER 16, 2014

Obama reportedly felt the situation called for someone who could set priorities and help government agencies and private sector organizations of all kinds to collaborate and innovate. Top-down management simply will not get the innovation part of the job done. Conforming to predetermined czarist diktats is a nonstarter.

Management 9

Management Health Care NGO Crisis Management 9

Harvard Business Review

MARCH 9, 2015

Rather than be paralyzed by fear about who has access to what, savvy leaders recognize that information can empower employees to move the business closer to customers, that decision-making can be accelerated when vital data is not held hostage (or lost) and that visible conversations can prevent wasted effort and even spark innovation.

Tools 8

Tools CEO Mezzanine Software 8

Strategy Driven

JANUARY 24, 2011

Closing the Execution Gap : How Great Leaders and Their Companies Get Results by Richard Lepsinger If an organization can’t execute its plans and initiatives, nothing else matters: not the most solid, well thought-out strategy, not the most innovative business model, not even technological breakthroughs that could transform an industry.

Execution 67

Execution Company 360-Degree Feedback Cooper 67

Harvard Business Review

MARCH 8, 2011

Editor's note: This post is part of a three-week series examining innovation in health care, published in partnership with the Advanced Leadership Initiative at Harvard University. For example, Sproxil has found pharmaceutical buyers for its anti-drug counterfeiting service. There are now more than 5.3

Wireless 15

Wireless Health Care Pharmaceuticals Business Model 15

Harvard Business Review

JUNE 24, 2015

The f ive forces framework for strategy may be valid in one arena, blue ocean or open innovation in another, but each approach to strategy tends to be presented or perceived as a panacea. The firm can innovate to address a tired industry business model or can recognize a megatrend before others see and act on it.

Strategy 8

Strategy Competitive Advantage Environment Execution 8

Harvard Business Review

OCTOBER 24, 2014

In addressing the billion-dollar adherence problem, Vitality (since acquired by NANTHEALTH ) considered the interests of the players in the diverse ecosystem, including pharmaceutical companies, retail pharmacies, and health care providers. My favorite example of this is iRobot , the maker of the innovative Roomba vacuum.

Productivity 8

Productivity Products Company Engineering 8

Harvard Business Review

JULY 25, 2012

In our research on the telecom industry, for example, we found that the great majority of the executives we surveyed preferred internal development to external sourcing when they needed to develop differentiated products and services. Pharmaceutical benefit managers (PBMs) were also growing in strength and aggressiveness.

Strategy 14

Strategy First-mover Advantage Pharmaceuticals Learning-by-Doing 14