Digg It - Business

CREATE A CULTURE

The 2005 “Best Places to Work” program study showed that, contrary to popular opinion, employee satisfaction didn’t depend on salary. The most given answer as to what makes a company a great place to work is employee empowerment.

And what constitutes employee

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

empowerment? I believe it comes down to a few basic principles, the second of which is the corporate culture.

In the book "Guts!: Companies That Blow the Doors Off Business As Usual," authors Kevin and Vickie Freiberg discuss businesses that replaced traditional corporate cultures 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

th those where fun and creativity dominate. The book examines 15 successful companies and the leaders who not only operate their companies "in an unusual way," but who have also defined their businesses "in terms of a cause." What companies do they highlight? Southwest Airlines, SAS I

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

nstitute, and Cisco Systems, Inc., to name a few.

"Most companies are built on a model of control," Freiberg explains. "But if you treat people like adults, they'll act like adults."

According to Freiberg, Herb Kelleher of Southwest Airlines encouraged his employees to convey an atmo

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

sphere of fun in the workplace and on each airplane. Kelleher encouraged input from all employees, be they pilots or baggage handlers. As a result of one suggestion, the company decided to issue its quarterly profit and loss statements in language more befitting a comic book than a dry

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

Combination pro

, financial document. The only major protest to making this radical change came from the chief financial officer.

While some partners may say that what works for Southwest Airlines probably wouldn't work for them, Freiberg thinks most people aspire to that level. And when they hear hi

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

m talk about real companies and real people, "far more often than not, people get jazzed," he says.

What’s the definition of a culture? Shared beliefs, values, and goals, all considered collectively.

• What’s the culture you want to create? It’s probable that most firms woul

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

dn’t go for the “atmosphere of fun”; however, what about a firm embodying one of the following cultures:

1. ultimate client service

2. beyond professionalism

3. communicating commandos

4. highest ethical standards

5. atmosphere of teamwork

6. culture of accountability

7. high te

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

ch

8. the hippest firm in town

Those are just a few thoughts; every firm will have its own ideas. The important point is to decide what type of culture your firm wishes to embody, and then focus on that goal.

• How to decide on a culture? First of all, it has to make sense

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

. Would a probate practice want to have a high-tech, hip culture? They would probably be better off concentrating on client service or professionalism. The culture for your firm will probably be evident to you if you think about what the firm’s goal is for their overall image. As a mat

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

ter of fact, if it isn’t obvious or doesn’t jump out when you think of the firm’s image, a business consultant is needed to help the firm bind their image and message together because there is a disconnect happening.

• Commit to the culture. Are all the partners in agreement o

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

Following aspects would a

n the cultural change or are some of them going into this idea kicking and screaming? If there’s more than 15% holdout, a big problem can develop. Before deciding on a big cultural shift, ensure buy-in from the major players in the firm. Once everyone sees they’re committed, change wil

dd to the challenges in developing combination products:

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

l be easier.

• Focus on the cultural goal. This does seem obvious, doesn’t it? However, it’s funny how little things can set everyone off track. An ‘ultimate client service’ culture can be betrayed easily if the firm decides to cut back on staff. Without staff, client servic

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

e declines sharply. If that focusing on the cultural goal? Or let’s look at an ‘atmosphere of teamwork’. Attorneys are forced to do continuing education because of their state requirements. Is staff also involved in educational training? If not, that doesn’t put them on equal footing w

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

ith the attorneys and they don’t feel as valued. Not exactly a great way to enhance an ‘atmosphere of teamwork’, is it?

• Make activities consistent with the culture. Consistency is the key to building a culture. If Southwest Airlines suddenly decided to dress all its flight

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

attendants in black business suits and speak formally to the passengers, it wouldn’t make sense. They would be betraying the atmosphere of fun they’ve created and are known for all over the country. People know when others, including companies, are true to themselves and their cultura

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

Professional from academic institutions, pharmaceutical industries, health care indust

l identity. When a company goes against its culture, it loses credibility with the public. It took Wal-Mart years to recover when the public found out that, during their ‘Buy American’ campaign, they were actually buying products from foreign countries.

• Include everyone. Th

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

e key to creating a culture is to include everyone in every position on the training, benefits, ideals, goals, and achievements. A culture is all-encompassing. If only the attorneys are involved, then there is no culture for the firm – only goals for the attorneys. Staff can make or br

.

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

eak a firm; help them make you by including them.

• Ask for input. If everyone is expected to be part of a culture, they should also be included in the planning stages. Ask for input from anyone that’s expected to be part of the process. You’ll be surprised at the innovative

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

Companies that provide selfless information through particip

ideas that are suggested. This doesn’t mean that all ideas are implemented; however, it shouldn’t matter where the good ideas originate.

Employee empowerment really is the recipe for a high performing organization. Committing to a corporate culture is the second ingredient in the mix.

tion in industry events and feedback to regulatory authorities would be able to face the challenges and will be successful in developing combination products

HTTP = HTML link (for blogs, profiles,phorums):
<a href="http://www.diggit.org.ua/article/23507/diggit-What-Does-Your-Staff-REALLY-Want-Part-2.html">What Does Your Staff REALLY Want? (Part 2)</a>

BB link (for phorums):
[url=http://www.diggit.org.ua/article/23507/diggit-What-Does-Your-Staff-REALLY-Want-Part-2.html]What Does Your Staff REALLY Want? (Part 2)[/url]

Like I said there shall be enough material to make this ad busting into a series. In fact I have to restrain myself on most occasions when watching some of the “new” stuff on air at the moment.

If you're like most human development professionals, you're very familiar with personality tests and probably use at least one in your work with clients. But personality tests and other psychometric instruments are only a part of the tool kit today's coaches, consultants, trainers and managers need.

How can you get results when managing a group of people over whom you have no authority? Manage from the side. While heading up a project group - by definition - involves directing individuals who do not report to you, in an increasingly competitive, rapidly changing business world, even in day-to-day management, the conventional approach of issuing orders and delegating down is giving way to a lateral style. where one leads by facilitating - rather than directing - the contributions of others. This how-to article gives 7 great tips for effectively leading non-reports.

Tags

Links

Digg It - What Does Your Staff REALLY Want? (Part 2)

Related Articles: