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Your ability to develop an energizing vision for your team or organization determines whether you're be a high performing leader or a Technomanager, technician, supervisor, project manager, administrator, or bureaucrat. At the heart of leading

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

others is your ability to develop and communicate a clear and compelling picture of your team or organization's preferred future.

Within two months of joining forces in 1981, Art McNeil and I developed the first of many visions for The Achieve

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

Examples of combination products may in

Group (a training and consulting we founded and eventually sold to California-based Zenger Miller Inc.) It became a yearly ritual for us, and later our team of Achievers to review and revise our vision (and values) and then set that year's str

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

ategies, goals, plans, and budgets. In 1983, we collaborated with Tom Peters' to develop "Toward Excellence" an executive action planning process. We went on to help hundreds of management teams (some much more successfully then others) in many

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

countries establish their vision, values, and purpose and then put together implementation strategies and build the leadership skills that brought it all to life. These rich experiences showed that a powerful team or organization vision:

• cr

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

Combination pro

eates organizational energy and enthusiasm for change and improvement.

• provides an overarching "big picture" direction, focus, and passion to strategies, budgets, plans, systems, processes, and technological change.

• focuses and builds tea

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

ms much more effectively than wilderness experiences, simulations, or group exercises

• counterbalances the pain, suffering, and helplessness that downsizing, disaster, or other such depressing activities usually bring.

• vaccinates people ag

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

inst the Victimitis Virus and Pessimism Plague by giving them a sense of hopefulness and self-determination.

• sets up a "magnetic force" that will attract the people and "lucky breaks" needed to move toward the vision.

• repels those people

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

who don't want to be any part of anything so "unrealistic", "fanciful", "stupid", etc.

• boosts everyone's "psychic pay" and make them feel like winners who are part of an organization that's going somewhere exciting.

Organization Pathways an

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

d Pitfalls

Highly effective leaders take many different pathways to help teams and people throughout their organization clarify or clearly see pictures of their preferred future. Here are a few tips and traps:

• Like mission and vision statem

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

ents and values, goal setting and visioning labels often get confused and used interchangeably. Generally that doesn't matter. As long as you and the people on you team and in your organization are clear and consistent with their meanings and a

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

Following aspects would a

pproaches, don't get hung up on definitions and jargon. But many people really are confused about the conflicting and complimentary aspects of visions and goals. Goals are management issues. They deal with rational analysis, planning, measureme

dd to the challenges in developing combination products:

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

nt, and discipline. Visions are leadership issues. They deal with feelings, energy, ideas, and fantasy. These are not either/or choices -- both are needed.

• You and your team need to picture and describe your preferred future as vividly as po

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

ssible. One approach is to imagine it's five years from today and you're being interviewed by a leading journalist on the phenomenal success your company or team have had. Describe the results you've achieved and perhaps the approach you've use

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

. Speak in the present tense as if it's all happening around you right now. What are your highly loyal customers saying about your team or organization? How are people throughout your organization talking and acting? How about suppliers? Shareh

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

olders? Other external or internal partners?

• Too many managers try to delegate "the vision thing" to a committee. It doesn't work. If you're a senior manager, caring for the context and providing organization focus isn't just part of your jo

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

Professional from academic institutions, pharmaceutical industries, health care indust

b, it is your job.

• Unless you're an exceptionally clear and inspiring writer, be very careful about drafting a "vision statement" and using that as your communications center piece. Visions are about feelings, beliefs, emotions, and pictures

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

. It's very hard to bring those across on paper. Visions are the most compelling when they are delivered in person by a leader who's an effective communicator. Powerful personal communication skills and energizing leadership are inseparable. Le

.

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

arn how to use "impassioned logic" by adding metaphors, stories, models, or examples to help everyone "see the big picture" and rouse their emotions to make it happen.

Vision is the critical focal point and beginning to high performance. Power

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

Companies that provide selfless information through particip

ful pictures produce passion and persistence. The clearer and more compelling the vision, the stronger the passion. And the more likely we are to hang in there during the inevitable downs, discouragements, and defeats as we reach for our dreams

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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In many sectors and industries recruiting good quality staff is a real challenge. Sadly, many organisations have more rigour around petty cash expenditure than one of their biggest investment decisions. So how can you stand out from the crowd?

Don't like the behavior you are getting from an employee or group of employees? Stop looking at the behavior and start evaluating the reward system that is in place that is causing the behavior.

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