Leadership

Creating stronger relationships can set off a chain of success.

Pharma requires leaders who are "polymaths" — that is, those with the breadth and depth of experience within each of the sub-functions of commercial operations. Niti Sawhney reports.

The need to prioritize digital skill-building companywide.

A look at the leadership themes that have resonated most in 2020.

How the pandemic helped prove a point.

In this installment of the Harvard Business School Healthcare Alumni Association (HBSHAA) Q&A series, Percival Barretto-Ko, President of Astellas Pharma, US, speaks to Michael Wong about why value and innovation are the top two focus areas to add to resumes in 2020.

Fiona Huzarski outlines four key recruitment lessons that pharma can take from the coronavirus crisis and use to move forward and thrive.

To effectively lead in today’s unpredictable environment, several major pharma companies are turning to a neuroscience-based learning approach to leadership development.

Creating behavioral change in the pharma workplace.

A look at how internship programs in the pharma industry have changed since the start of the COVID-19 pandemic.

Collaboratives, company initiatives address systemic barriers.

A look into the traits that hiring managers of pharma companies should be searching for when hiring for a leadership role.

Dr. Geeta Vemuri, founder of biopharma investment firm Agent Capital, talks about sustaining a career in the venture capital sector.

How COVID-19 has changed high-level recruitment.

Balancing bold and pragmatic approaches during times of crisis.

Examining today’s go-to options in landing a successful CFO as role evolves.

Every major pharma company undertakes some form of diversity and inclusion work. However, that doesn’t mean it’s reaching the decision-makers, writes Stephen Frost.

Recognizing that diversity and inclusion is no longer simply a “nice to have,” pharma has boosted efforts in this areas. But just how far are new industry initiatives moving the needle on D&I?

Diversity and inclusion shouldn’t be something that companies have to work hard at, writes Chris Coe.

The Harvard Business School’s Dr. Laura Huang on how executives can manage their career concerns during and after the COVID-19 crisis.

Archaic ways of working need to make way for more agile and nimble response mechanisms enabled by a systematic enterprise-wide digital upskilling strategy, writes Anand Kiran.

Speed to market is crucial to the success of launching new products and therapies.

Alan White explores alternative ways for life sciences firms to keep hold of experienced, qualified professionals as demand for pharmacovigilance skills soars.

Some ways that pharmaceutical companies are staying ahead of the talent curve.