Harvard Business Review

OCTOBER 21, 2013

I found myself reflecting on this recently while speaking with two business leaders in one of the world’s great pharmaceutical companies. This post is part of a series of perspectives leading up to the fifth annual Global Drucker Forum in November 2013 in Vienna, Austria. Leadership Managing uncertainty'

Drucker 8

Drucker Diversity Pharmaceuticals Uncertainty 8

Harvard Business Review

AUGUST 23, 2012

These hurdles aren't unique to financial services — insurance, pharmaceuticals, health care and government all face regulation, to name a few examples. By the end of 2013, Gartner research estimates half of all companies will have to produce social media records for e-discovery. The risks and penalties are real.

Compliance 15

Compliance Media Compliance Officer Policies 15

Harvard Business Review

MARCH 16, 2015

Please note that titles used here reflect the positions the individuals held in 2013, when we conducted the interviews for a separate article ). Talent Management. As a pharmaceutical company, we obviously were part of that whole ecosystem. Talent-related issues were the top concern, mentioned by 16 of the CEOs.

CEO 8

CEO Stephenson Pharmaceuticals Globalization 8

Harvard Business Review

JULY 30, 2015

This continues a trend The Association of National Advertisers first reported in 2013. A brand manager at a Fortune 100 company expressed deep frustration to me: “We want to connect to our customers in a new way. But these companies aren’t getting rid of marketing – they’re just bringing it in-house.

Marketing 8

Marketing Advertising Trends Brand 8

Harvard Business Review

FEBRUARY 11, 2016

McKesson, the US-based pharmaceutical and health-care giant, benefits from external expertise as a strategic extension of its resources in areas such as business strategy and logistics support. ” Most managers would never dream of treating externals like internals. One of the main problems is decision making.

Agility 8

Agility Organization Resources Fixed Costs 8

Harvard Business Review

NOVEMBER 4, 2014

Take Sovaldi, launched by Gilead Sciences in late 2013 as a treatment for hepatitis C virus (HCV) infection and recently superseded by Gilead’s newest drug, Harvoni. To illustrate the problem, let’s start with an example from October 2013, when Express Scripts decided to exclude 46 drugs from its formulary.

Cost 8

Cost Committee Insurance Health Care 8

Harvard Business Review

NOVEMBER 4, 2014

Take Sovaldi, launched by Gilead Sciences in late 2013 as a treatment for hepatitis C virus (HCV) infection and recently superseded by Gilead’s newest drug, Harvoni. To illustrate the problem, let’s start with an example from October 2013, when Express Scripts decided to exclude 46 drugs from its formulary.

Cost 8

Cost Committee Insurance Health Care 8

Harvard Business Review

FEBRUARY 6, 2014

And that question is likely to be answered in the affirmative if the directors have managed to avoid the Peter Principle. Great at mid-level, the managers were not game-ready for the next level. Or consider managed-health care provider Humana’s decision in 2013 to recruit an outsider as its next chief executive.

CEO 8

CEO Bottom-up Strategic Fit Pharmaceuticals 8

Harvard Business Review

MAY 5, 2016

However, oil prices have dropped more than 60% since the interim nuclear deal in November 2013. And Danish pharmaceutical company Novo Nordisk is building on its Iran presence by doubling local staff to nearly 300 and investing $76 million in a new factory. The Opportunities.

Tourism 8

Tourism Banking Due Diligence Hotels 8

Harvard Business Review

AUGUST 17, 2015

It could be an ideal location for healthcare organizations, but also for those in applied sciences, biotechnology, and pharmaceuticals. pharmaceutical company could be a great asset in the future. In 2013 in U.S. They’re colossally impressive in the management of politics. We know two things about biotech in Cuba.

Biotechnology 8

Biotechnology Tourism Human Capital Pharmaceuticals 8

Harvard Business Review

MAY 15, 2013

Beginning May 1, 2013, I facilitated a discussion around this question on LinkedIn. a fast-moving consumer products division vs. a pharmaceuticals division of a diversified firm). Depending on how acquisition and integration are managed, the legacy cultures of acquired units can persist for surprisingly long periods of time.

Incentives 8

Incentives Definition Pharmaceuticals System 8

Harvard Business Review

NOVEMBER 25, 2015

So most executives manage it according to their intuition. It takes a careful mix of mission, management, and culture. One 2013 study illustrates this well. In one hedge fund, the highest performing portfolio managers had higher total motivation. Insight Center. How to Be a Company That Employees Love.

Motivation 8

Motivation Company Airlines Learning-by-Doing 8

Harvard Business Review

OCTOBER 27, 2014

A mid-level manager in this 5,000-employee hospital, she is leading a 70-member group on patient flow as part of a larger organizational effort. Her ability to lead and inspire — to become a change leader from her position as a mid-level manager — is helping her team produce results. I found a few defining characteristics: 1.

Middle Management 14

Middle Management Six Sigma Taylorism Taylor 14

Harvard Business Review

OCTOBER 11, 2013

By 2013, we had honored Jack Dorsey of Twitter, Garrett Camp of Uber, famed choreographer Twyla Tharp, and Gangnam style pop artist Psy. Celine Schillinger sought to change the leadership landscape of Sanofi, a major pharmaceutical company. If you say we should, let’s do it. Initially there was no buy-in.

Innovation 11

Innovation Christensen Decisionmaking CTO 11

Great Leadership By Dan

FEBRUARY 7, 2014

After motivational ability, the senior executive traits most valued by organizations were: strong ability to manage change (51 percent); ability to identify and develop talent (46 percent); innovative thinking (30 percent); and consistent high performance (26 percent). years), while the pharmaceutical (5.7

Execution 283

Execution Company Press Release Survey 283

Harvard Business Review

JUNE 24, 2015

Managers and other business leaders face a dilemma: with increasingly diverse environments to manage and rising stakes to get it right, how do they identify the most effective approach to business strategy and marshal the right thinking and behaviors to conceive and execute it, supported by the appropriate frameworks and tools?

Strategy 8

Strategy Competitive Advantage Environment Execution 8