Leadership

How pharma can finally put true meaning behind its juiced-up jargon and turn the bluster into reality, by Lundbeck's Timothy White.

The Jim Carrey film Liar Liar showed us the comic consequences of always telling the truth. What if people in business did the same? Mike Straw considers what the impact on pharma would be.

Rick Koonce outlines the critical coaching steps to help top managers realize their potential in an industry undergoing significant restructuring of both human and financial capital.

John Ansell assesses the wide range of pharma MBA courses currently available, from the five-day "mini MBA" to year-long programs of study.

Commercial teams as well as patients can benefit from managed access programs.

The findings from a new study into women on boards within the European life sciences industry shows there is still work to be done, but suggest a better gender balance is within reach. Nick Stephens reports.

Meet the rest of 2012's Emerging Pharma Leaders. Can these 15 global trend setters set the mark on their time in history?

Mark McClelland and Candida Chandorkar outline how organizations sector can improve their continuing professional development and effectiveness at work.

A recent global CEO report reveals that 51% of pharma CEOs think it has become more difficult to hire workers within the sector, outweighing the same problem in all other industries surveyed.

The economic and financial crisis rumbles on, but data from Pharmaceutical Technology's 2011 annual employment survey shows a positive outlook for 2012.

Pharm Exec celebrates its 30th birthday with a gathering of 30 of the industry's key influencers of the last three decades.

Pharm Exec interviews some of this year's emerging leaders to learn their strategies for success.

Much has been said about the need and imperative for life science companies to comply with the various laws and regulations that govern our industry. More recently, state-level marketing laws have proliferated, adding new rules of the road and resulting in thousands of hours and millions of dollars for training, tracking, reporting, consulting, analysis, and support systems.

What does it take to keep your employees on board? In the 1980s, employees looked for performance pay. In the 1990s, they wanted job security. Employees' needs have changed as society has, yet one thing has remained the same: Employees are always looking for something more out of their jobs. They want better quality of life at work.

When translating English materials into other languages, be careful of words that mean one thing in one dialect and something else in another dialect. Otherwise, you run the risk of referring to coaches as animal trainers.

Institutions bring value to industry not only through shared coursework or customized training programs, but also through leveraging the intellectual property of institutional personnel for corporate problem solving.

You can have a biotech company with a great technology base, but if it doesn't have a product in Phase II development, Wall Street won't reward the company by increasing the value of its stock price. When products are valued over technology, there is a higher premium for commercially-focused business leaders.

MVPs go beyond numbers to create extraordinary value for companies and their stockholders. They are the top two to five percent of employees. In other words, if you were to lose 100 people, which two to five would you protect at all costs?

The time is ripe to further a pharmaceutical career in the United States. The industry is full of promising opportunities for people eager to contribute and advance.

CEOs are expected to be visionaries who set a bold direction for their organizations and inspire people to greatness. But leaders at other levels of the organization must also master the art of stirring up enthusiasm within their groups if they are to reach their common goals.

A legion of prospective career-oriented reps stands at the gates, waiting to join the ranks of the pharmaceutical industry.

Progress for women has always been on the agenda for the Healthcare Businesswomen}s Association. Founded in 1979, with almost 100 members, HBA is now more than 1,000 members strong. To support its commitment to the advancement of women in the healthcare industry, HBA has tracked key issues affecting women}s career development since 1997.