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At first glance it seems like a remarkably positive statistic. In a study on employee loyalty conducted by the Walker Information Global network and Hudson Institut

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

e, exactly half of nearly 10,000 employees surveyed agreed that their organization is “interested in developing people for the long term” and not just one’s current

; or drug, device, and biological product and fixed dose combination would include two or more combinations of drug.

Examples of combination products may in

job. Of course, this does seem quite significant in light of the huge “Loyalty is Dead” movement so omnipresent the last 10-15 years. Consider: employees standing u

lude drug-coated devices, drugs packaged with delivery devices in medical kits, and drugs and devices packaged separately but intended to be used together.

for their employers, believing in them because they had shown a propensity to believe in them. Astonishing, a kind of miracle.

But I couldn’t help wondering what

here is enormous increase in the number of combination products entering the market in the recent years. Combination products have proven advantages but fixe

about the other poor souls stuck in the other 50% block. Just the way life is? Bad luck, tough roll of the die? Traditional business model, to be assumed and taken

d dose combinations are still in the process of convincing regulatory authority on their advantages over the single ingredient formulations.

Combination pro

or granted?

Even if true, the “other” 50% still sheds a poor light on the moral behavior, not to mention savvy, of too many of today’s employers. The guiding light

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

of the 80’s and 90’s seems to have been “Chew ‘em up, use ‘em up, spit ‘em out.” Though these new figures may now suggest that such insensitive, supra-pragmatic min

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

dsets may not be as pervasive as we had thought, half of all employers out there nonetheless apparently do not care one whit what happens to even its most dedicated

nation products and maximize the revenues. But the companies involved in this practice are overlooking that they are burdening the patients both economically

workers. Small wonder the survey could only earmark a third of all the American employees it studied as “truly loyal to their organization.” This percentage ranked

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

n a worldwide scale below such relatively undeveloped countries as Colombia, Cyprus, Saudi Arabia and Mexico.

No, American companies are not required to exercise m

ts. Some of the combination products were well accepted by physicians while others suffered. Companies involved in development of combination products are fi

ral obligations to its workers in the form of long term career development, though given the day-in, day-out toil and commitment generated by those workers, one mig

ding difficulty in defining their combination products and facing various challenges from selecting a combination to marketing it.

Following aspects would a

t attempt to mount a reasonable argument to the contrary. Add the fact that it can be very, very difficult to look for another job when one's entire workday is cons

dd to the challenges in developing combination products:

Which markets to tap where the combination products can do fairly well?
Which combination prod

med at one particular locale, i.e., the employee has effectively locked him/herself up, offering the employer a form of de facto loyalty. Shouldn’t the employer be

cts are meaningful and rational?
Which therapeutic categories to select?
Which Combinations can address unmet needs of the patients?
Do combin

bligated to some of form of loyalty in return?

In terms of pragmatism, here we have persons learning and honing not only the particulars of a job but the overall m

tions increase the patient compliance?
What would be the developing cost?
How to tackle the risks encountered during combination product developmen

ission and objectives of the entire organization. Employees also create, build, cement customer relationships on an ongoing basis, keeping the connection with the e

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

ployer’s lifeblood alive and healthy. How does it make sense to throw such persons out, or not seek out ways to keep them growing in the organization and getting be

ping new procedures for reviewing their safety, efficacy and quality.

Professional from academic institutions, pharmaceutical industries, health care indust

ter at what they do, i.e., grooming them for other valuable internal functions?

The survey’s results thus could’ve read, less optimistically, this way: “50% of emp

y and representatives from various regulatory agencies are working out to design the regulatory requirements for manufacture and sale of combination products

oyees today agree that their organization is NOT AT ALL interested in developing people for the long term, only for their current job.” That would be a demoralizing

.

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

way to phrase it but an accurate one just the same. Individual managers in such organizations can of course change this by taking it upon themselves to develop thei

elopment. They need to be wiser in analyzing the market trends and the regulatory requirements.

Companies that provide selfless information through particip

own subordinates, regardless of company polices or culture. That would be a brick-by-brick method for shifting future loyalty survey results in the right direction

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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