Congratulations! You've been promoted. You're a global leader in the new R&D organization. This is exciting since you've been sweating the outcome of the long-impending transformation for over a year. The good news is that you will lead a global team spanning three continents. The bad news is that your drug development function will be spread across four global centers of excellence, and some of your colleagues will lose their jobs or be transferred.
You begin to formulate an inaugural summit in Singapore to launch the team and determine your priorities. Then the other shoe drops: Travel budgets were slashed as part of reorg, and the new global teams are expected to operate virtually. You take a deep breath. And then you ask yourself, "How can I drive a faster, cheaper, more innovative approach to drug development — asking people to take risks and behave in new ways — if I can't meet with my team to build the relationships and trust?"
To read the full, original article click on this link: What’s Eating Big Pharma Innovators?
