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Within the corporate world we now see three different generation cultures working side-by-side. Progressive mangers are expected

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

to understand these differences and make peace with the different mindsets and traits that come along each age group. In order

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

Examples of combination products may in

to retain top talent and build solid working teams rewards and assignments should take into consideration the personal likes and

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

dislikes of each of the groups.

Culture plays an important part of successful management. For example, older executive manager

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

have a different culture than their younger subordinates. Today there is four different cultures co-existing at once; tradition

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

Combination pro

alists who were born before 1945, boomers who were born between 1946 and 1964, generation x born between 1965 and 1977, and fina

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

lly generation Y born after 1977 (Sachs, 2006).

An interesting article by Dana Kyles outlines three of these differences with c

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

larity (2005):

Baby boomers are seen as competitive, political and hard working. They hold the majority of management level pos

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

tions are results orientated instead of the method. They want the status symbols that come with higher pay, special parking spac

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

es, titles and perks. There is approximately 80 million in the workforce.

Generation X’s are seen as disloyal, individualistic

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

and technologically savvy. They were raised in a time of single parents and unconventional wisdom. When they began entering the

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

Following aspects would a

workforce they did so during economic recession and strife. They are not interested in the status symbols that many of their Bab

dd to the challenges in developing combination products:

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

Boomer parents are interested in but want to feel a certain level of satisfaction from their jobs. There is around 46 million i

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

n the work force.

Generation Y’s are seen as technologically savvy, purposeful and able to multitask. Many Generation Y’s have

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

been reared in non-traditional households like the Gen Xers but have come to understand their place in society. They are still i

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

ndividualistic but want to contribute to society. They also desire personal relationships with supervisors and want feedback. T

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

Professional from academic institutions, pharmaceutical industries, health care indust

chnology and fast paced lifestyles have given them the ability to multi-task with ease. There is approximately 75 million just e

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

ntering the work force.

Corporations need to adapt their cultures and reward structures to better appeal to the interest of the

.

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

ir employees. Companies who adhere only to the interest of the executive management may find themselves having high turn over an

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

Companies that provide selfless information through particip

d low performance at the lower ranks. This raises the cost of business and reduces the overall effectiveness of the organization

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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The travel industry seems to be growing by leaps and bounds, and the more it grows the more financial success you can expect for your business. Just for the United States, travel plays a huge part in the economy. People spend over four million dollars a year on travel and related travel expenses; wouldn’t you love to get just a small chunk of that?

Have you ever wondered if you would make a good franchisee? Do you possess the skills and traits that are needed to be a successful franchisee?

This article presents a new framework for assessing organisations that combines the business process model from the European Network for Advanced Performance Studies (ENAPS) with the Caregie Mellon University's well known Capability Maturity Model. Using the framework you can pinpoint which core, support or evolution processes need to be improved.

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