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Advice You - Great Managers Lead Differently
Great managers get repeatable real time results by doing things differently than conventional wisdom. This article defines how great managers use what we know but
According to USFDA, a combination product is one composed of any combination of a drug and device; biological product and device; drug and biological product
refuse to practice. This select group of managers walks a different path that often defies the conventional wisdom of current business practices. While others wi
; or drug, device, and biological product and fixed dose combination would include two or more combinations of drug.
Examples of combination products may in
Examples of combination products may in
sh for success great managers achieve it. Their model is not a huge secret and can be easily defined and described.
First: Give mission type orders. The b
First: Give mission type orders. The b
lude drug-coated devices, drugs packaged with delivery devices in medical kits, and drugs and devices packaged separately but intended to be used together.
est way to maximize management time and get good results is to give people a tasking statement then get out of their way. Great managers explain what they want in
here is enormous increase in the number of combination products entering the market in the recent years. Combination products have proven advantages but fixe
terms of results. They are not interested in how the employee accomplishes the task as long as it fits the corporate system of policies and procedures. This free
d dose combinations are still in the process of convincing regulatory authority on their advantages over the single ingredient formulations.
Combination pro
Combination pro
s up the manager to spend more time giving mission types orders to other employees. The manager is not tied to developing details so more situations can be dealt
ucts have become life saving products for the pharmaceutical companies who doesn’t have many innovative molecules in their product pipeline and have been inc
with in the course of a day.
Second: Encourage people to use their talents. Great managers start by surrounding themselves with talent. They believe the k
Second: Encourage people to use their talents. Great managers start by surrounding themselves with talent. They believe the k
easingly used in the product life cycle management. Even the companies having product patents are trying to extend their product life cycle through the combi
ey is finding good talent then using it to the fullest. By stating what needs to be accomplished rather than how to do it, the manager is encouraging employees to
nation products and maximize the revenues. But the companies involved in this practice are overlooking that they are burdening the patients both economically
use their talent to find creative solutions. This in turn encourages risk taking, builds confidence, and promotes professional growth.
Third: Allow space to
Third: Allow space to
and physically. They need to rightly judge the benefits of the combination products and they have to even look at the risks involved when combining the produ
operate. Looking over a worker’s shoulder limits work being done. Great managers allow sufficient space for a person to complete the task without it becoming
ts. Some of the combination products were well accepted by physicians while others suffered. Companies involved in development of combination products are fi
limiting. This doesn’t mean the manager never checks progress. A simple rule to remember is; while people need room to operate, “even adults need adult supervisio
ding difficulty in defining their combination products and facing various challenges from selecting a combination to marketing it.
Following aspects would a
Following aspects would a
n.”
Fourth: Measure results not activity. A busy person is not always an effective person. Great managers talk in terms of specific, measurable outcomes.
Fourth: Measure results not activity. A busy person is not always an effective person. Great managers talk in terms of specific, measurable outcomes.
dd to the challenges in developing combination products:
Which markets to tap where the combination products can do fairly well?
Which combination prod
Which markets to tap where the combination products can do fairly well?
Which combination prod
They communicate clear, tough objectives. They eliminate subjective elements from performance reports. If it cannot be measured in desirable, quantifiable terms t
cts are meaningful and rational?
Which therapeutic categories to select?
Which Combinations can address unmet needs of the patients?
Do combin
Which therapeutic categories to select?
Which Combinations can address unmet needs of the patients?
Do combin
hen it serves no performance purpose. Just doing good and staying busy is not acceptable to them.
Fifth: Reward results. Great managers know the value of
Fifth: Reward results. Great managers know the value of
tions increase the patient compliance?
What would be the developing cost?
How to tackle the risks encountered during combination product developmen
What would be the developing cost?
How to tackle the risks encountered during combination product developmen
both tangible and intrinsic rewards. Tangible rewards are usually the product of the organization’s recognition program. Great managers deploy these tools rather
t?
As combination products don't fit into the traditional categories of drugs, medical devices, or biological products, the USFDA is in the process of devel
As combination products don't fit into the traditional categories of drugs, medical devices, or biological products, the USFDA is in the process of devel
well. However, their true strength lies in dispensing intrinsic rewards such as public recognition and an occasional “thank you.”
Sixth: Remove non-performers
Sixth: Remove non-performers
ping new procedures for reviewing their safety, efficacy and quality.
Professional from academic institutions, pharmaceutical industries, health care indust
Professional from academic institutions, pharmaceutical industries, health care indust
. The single greatest heat loss of organization efficiency is the failure to remove marginal performers. Great y and representatives from various regulatory agencies are working out to design the regulatory requirements for manufacture and sale of combination products
rg/generalmanagement.asp">managers do not tolerate a team member who is not carrying his or her share of the work load. Removing non-performers removes the or
.
As there is an increasing trend of the combination products companies manufacturing such products should be able to tackle the problems involved in the de
As there is an increasing trend of the combination products companies manufacturing such products should be able to tackle the problems involved in the de
ganization’s performance handicap.
In Summary
Learn from leaders who are in the 2% of high performers. They don’t follow conventional wisdom or leth
In Summary
Learn from leaders who are in the 2% of high performers. They don’t follow conventional wisdom or leth
elopment. They need to be wiser in analyzing the market trends and the regulatory requirements.
Companies that provide selfless information through particip
Companies that provide selfless information through particip
argic business practices. Great managers are successful because they know how to make maximum use of their most important resources – the talents of human capital
tion in industry events and feedback to regulatory authorities would be able to face the challenges and will be successful in developing combination products
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