Executive Profiles

A Q&A with Kristin Peck, the drugmaker's Executive Vice President, Worldwide Business Development and Innovation.

A Q&A with Andrew Webber, President and CEO of the National Business Coalition on Health

Taking Onyx Pharmaceuticals to new heights – CEO Tony Coles talks to PharmExec about the midsize company's transition from adolescence to adulthood.

Successful negotiations require a willingness to take risks and an ability to adapt

According to Eli Lilly, managing alliances requires more than good people skills

The determination of Pfizer's Freda Lewis-Hall has enabled her to find a ray of hope in every situation she's encountered

Can PhRMA's own business model synch with industry's Pharm Exec takes a closer look at PhRMA's new leadership.

Once occupied by a single pharma leader, the roles of CEO, president, and board chairman are increasingly being separated. What's behind the trend?

Pfizer's Specialty Product Business Unit leader discusses his vision for the drug giant's specialty business; now the largest in the industry.

As head of GSK's North American pharma, Deirdre Connelly has the daunting challenge of trying to turn around the sluggish US market. If she succeeds, Connelly may find herself auditioning as the first female Big Pharma CEO.

The economy is turning around; leaders need to position their companies now for the market bounce.

Leaders manage their time and focus their resources by limiting unwanted interruptions.

An open letter to Rep. Henry Waxman (D-CA)

Business schools must prepare students for the post-recession economy, not teach them principles applicable to 2003.

Too many people think of creativity as a mystic flash of inspiration. It's also hard work that needs to be built into every leader's professional life.

Layoffs are raging through the economy. But do they actually affect the bottom line

The President is ready to spend heavily to help out economy. Let's invest in ideas that carry us forward.

Leaders don't always manage to do the right thing, but they constantly strive to access the wellspring of integrity within them

Everyone likes to work for a successful company. But how do you drive your initiatives to the top? Never underestimate courage and persistence.

The departure of Wyeth's legendary CEO prompts a reflection on true leadership-and cooking

We have nothing to fear but the fear of change (with apologies to the wise Franklin D. Roosevelt). But we must get over that if we hope to make a real difference.

We've all experienced it...working with a colleague who takes all the credit for whatever success the department or division achieves. It is frustrating-and not motivating-to be around. It's even worse to have to report to a person like that. Having researched this particular aspect of nonleadership, I've found that these department heads have some traits in common. As a rule, they all have low self-esteem, are fairly insecure, and cannot tolerate pushback from their direct reports. To insulate themselves, they put yes-men and -women in direct-report roles and survive until their superiors wake up one day and realize there's a nonleader in place running a dysfunctional group.

This piece has nothing to do with the Blackstone Group or its CEO, Stephen A. Schwarzman. Well, maybe just a little.

Bill Gates and Warren Buffet: Their legacies will last long after the ink has dried on the latest "World's Richest People" list

The key to becoming a stronghold: Avoid an overfocus on your own business-and never stop being paranoid and opportunistic