Leadership

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.

How one company’s cultural transformation aims to strengthen and empower its talent base.

Exploring the critical go-to strategies for biopharma C-suite executives in navigating organizational disruption and the impact of global change and volatility on their employees and business.

Key staffing strategies for emerging biopharma entrepreneurs in attracting the talent to bring their visions and ideas to life.

Industry needs to realize the potential that new treatments and technologies hold and put skills at the top of its collective agenda, write Ian Marison and Peter Levison.

One company’s approach to recruiting and managing talent in an increasingly competitive marketplace.

Thinning talent pools, combined with evolving industry trends and job-seeker motivations, are testing traditional pharma hiring methods, where targeting new skills and capabilities must become the new norm.

Nine ways pharma companies can maximize a CDO’s potential value and impact on driving innovation as a business mandate.

Madeline Coffin, Senior VP of Human Resources at Alkermes, on why the best mentorship programs are those that are developed in an organic way and customized to each person’s growth and development goals.

Teams and organizations that rely solely on the HR function for succession planning are doing themselves a disservice, write Joy Taylor and Kim Lehman.

As pharmaceutical companies become increasingly focused on retaining key sales people, they continually consider ways to leverage variable compensation as a strategic tool for maximizing the return on their investment in top talent.

The talent and tenacity of immigrants can help drive the life sciences industry into the future, if we have the will and the wisdom to encourage it.

Mindfulness is a key factor in enhancing productivity and success in clinical development leaders and the entire pharmaceutical industry.

Pharm Exec examines the booming life sciences scene in southeast Virginia and Raleigh-Durham and Winston-Salem, North Carolina-and the region’s advantages in location, talent, and funding compared to the more glamour spots up north.

A growing range of MBAs with concentrations in pharmaceuticals and healthcare management are on offer. Pharm Exec look at how three of the top programs in the US prepare their students for industry success.

One of the most important jobs of a biotech executive is building a strong team that will not only keep a company competitive in the current market, but will also have the stamina to carry it into the future.

Exploring new character benchmarks for today’s pharma executives, and whether they have the transformational traits to lead through change.