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  • Digg It - Are You Making the Most of Your Talent and Resources?

    I’ve written often on the subject of leadership development and talent management because very few things in business can catalyze change and create sustainable growth like leaders who understand how to leverage th
    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
    eir talent and resources. It takes more than charisma and subject matter expertise to be a leader it also takes a keen understanding of how to create organizational leverage.

    One of the main keys to generating org
    ; or drug, device, and biological product and fixed dose combination would include two or more combinations of drug.

    Examples of combination products may in
    nizational leverage is for C-suite executives and entrepreneurs to know when, where and why to deploy (or redeploy) talent and resources. It has been my experience that it is much easier to recruit talent or acquir
    lude drug-coated devices, drugs packaged with delivery devices in medical kits, and drugs and devices packaged separately but intended to be used together.

    e resources than it is to properly deploy talent and allocate resources.

    Jack Welch the former head of GE built a reputation as one of the great business leaders of this era. When asked how he transformed a lack-l
    here is enormous increase in the number of combination products entering the market in the recent years. Combination products have proven advantages but fixe
    ster, institutional, global corporate giant into a dynamic culture focused on innovation and growth, Welch responded by saying; “My job is to put the best people on the biggest opportunities and the best allocation
    d dose combinations are still in the process of convincing regulatory authority on their advantages over the single ingredient formulations.

    Combination pro
    of dollars in the right places. That's about it. Transfer ideas and allocate resources and get out of the way." Welch clearly not only understood the concept of organizational leverage through proper deployment of
    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
    talent and resources…He mastered it.

    I’ve heard it said that the role of a leader is to create and manage good followers. While there is an element of truth in that statement if this is what you aspire to as a lea
    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
    der it constitutes a complete underutilization of leadership responsibility. I believe great leaders will mentor and coach subordinates for the purpose of identifying and developing other great leaders.

    By way of
    nation products and maximize the revenues. But the companies involved in this practice are overlooking that they are burdening the patients both economically
    xample when I was in the military I witnessed many of my peers who felt it was their job to exercise command by giving orders and having complete control over their subordinates. While these individuals had all the
    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
    outward appearances of running a tight ship, their units often times displayed an inability to execute at a high level in times of chaos or without frequent and direct communication with their leader.

    In contrast
    ts. Some of the combination products were well accepted by physicians while others suffered. Companies involved in development of combination products are fi
    I felt it was my responsibility to use my position of influence to transfer knowledge and experience for the purpose of developing subordinates into becoming leaders in their own right. I wanted to make sure that I
    ding difficulty in defining their combination products and facing various challenges from selecting a combination to marketing it.

    Following aspects would a
    developed troops that could think on their feet and take charge in the worst of situations assuming that I might not be available to lead them.

    Ask yourself the following questions: What are your best markets? Who
    dd to the challenges in developing combination products:

    Which markets to tap where the combination products can do fairly well?
    Which combination prod
    are your best clients? Where are your greatest opportunities? Where are your biggest challenges? What are your biggest threats? Where are going to deploy your top talent? Where are you going to invest your resourc
    cts are meaningful and rational?
    Which therapeutic categories to select?
    Which Combinations can address unmet needs of the patients?
    Do combin
    s? Where are you going to develop more talent? Where can you create more resources? If these answers are not clear in your mind it is likely that you are not getting the maximum leverage out of your talent or your
    tions increase the patient compliance?
    What would be the developing cost?
    How to tackle the risks encountered during combination product developmen
    resources.

    It is very typical (although not very productive) to have too much talent or too much budget being wasted in areas of little or no return. Any great leader will periodically challenge his/her assumption
    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
    to test whether given the current environment they have the right mix of talent and resources applied to the right areas. If you have what is perceived as a great opportunity yet is seems to be stalled immediately
    ping new procedures for reviewing their safety, efficacy and quality.

    Professional from academic institutions, pharmaceutical industries, health care indust
    stop and evaluate the talent, resources, systems, processes, market dynamics, etc. to determine where to apply leverage to kick the initiative into high gear. By way of contrast if an initiative has been taken fro
    y and representatives from various regulatory agencies are working out to design the regulatory requirements for manufacture and sale of combination products
    concept to implementation and it appears to running smoothly you need to evaluate whether key talent and/or resources can be redeployed to other higher and better uses.

    I’ll close with one last military analogy.
    .

    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
    There is an old saying in the Army that prior proper planning prevents poor performance. It is essential as a business leader that you have a clear vision from which you develop a definable mission that leads to an
    elopment. They need to be wiser in analyzing the market trends and the regulatory requirements.

    Companies that provide selfless information through particip
    actionable strategy. It is through articulating your strategy that you will be able to tactically recruit and deploy the right talent and make the proper allocation resources at the right time for the right reasons


    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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