Leadership

COVID-19 pandemic, the challenging capital-markets climate in biotech, and a more innovative and specialty treatment focus has increased reliance on the finance arm as a key strategic cog.

For industries like pharma, company voices are vital to building trust.

Restructuring and ensuring the right talent is in place can help life sciences industry push through latest downward spiral.

Round discusses how he adjusted his leadership style and approach to patient care in the most effective way during the pandemic.

As director of corporate strategy for Novartis, Kamenska defines direction for the company’s overall enterprise. Here, she discusses how the pandemic and recent market events are shaping these strategies.

Recent increases in employee burnout and turnover must be addressed.

Outlining the implications of this c-suite trend for pharma.

A flurry of new titles entering the executive ranks has its pros and cons.

Tips for surviving a shift in executive roles.

Pandemic workforce trends continue to create challenges for pharma.

The importance of equitable approaches to diagnosis and treatment.

With lessons and perspectives from the field, the importance of harnessing the right combination of skills to advance up and across career ladders is explored.

Hill shares her insights on what is needed for a turnaround in talent development.

New C-Suite position emerges for more emphasis on patient centricity.

With an increase in drug development, why purpose should be the pharma industry’s secret advantage in the global talent shortage, as the COVID-19 crisis transitions into the endemic stage.

Reshma Kewalramani, MD, FASN, chief executive officer and president of Vertex Pharmaceuticals talks about how she supports the efforts of DE&I within and outside her organization.

Robert McMahon, former president of Merck US Human Health, shares some of the challenges leaders face when grappling with how to transform their organizations to embrace DE&I.

Benchmark study across healthcare sectors measures progress in advancing women and people of color into top leadership roles.

Why their influence on employee representation matters for pharma.

It takes flexibility and adaptability to switch a company’s focus. Here, Alkermes’ Chief Operating Officer Blair Jackson discusses how his team pivoted from developing CNS to oncology therapies and the skills it required.

Brennan describes what her career journey in pharma has looked like as a woman, and what she feels can be done to improve opportunities for other females in pharma. She also talks about how advocacy and commitment can similarly be applied to improve the rare disease space.

Mazur talks about his commitment to drug development and what it takes to succeed in the industry today.

For pharma teams, reaping the talent benefits requires skillful oversight.

In this installment of the Harvard Business School Healthcare Alumni Association (HBSHAA) Q&A series, Michael Wong talks to Robert E. Siegel, lecturer in management at the Stanford Graduate School of Business, about determining the optimal combination of digital and physical assets for an S&P 500’s growth playbook.

Addressing whole employee is as important as treating whole patient.

Questions grow over adding titles to the biopharma C-suite.

It’s time to see how you’re doing with putting words into action.

Alicia H. Munnell, Peter F. Drucker Professor of Management Sciences at Boston College’s Carroll School of Management, talks about building long-term financial health via career sustainability.

Building and maintaining relationships can lead to better decisions.

Carolynn Johnson talks about changing the diversity, equity and includsion trends among the most progressive companies.