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Managers make three mistakes when they try to run businesses. They do too much, they don't trust their people and they don't

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

have enough skills. Here we explore an easy 3-step process to get your business back on track and get a life.

Ma

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

Examples of combination products may in

nagers work in increasingly challenging circumstances and workload seems to ever increase. There are opportunities to use t

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 capabilities of each and every one of those who work with them. Yet many managers struggle on, carrying the burden until fi

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

nally, that straw comes along which breaks the camel's (aka manager's) back.

So what happens? Well, managers choo

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

Combination pro

se not to give tasks away, for several reasons.

The manager may feel obliged to do most of the work - after all, tha

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

's what he believes he's getting paid for.

There is a knowledge gap.

He may not wish to let go of some w

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

orkload because his role would then be 'let go', so makes himself look very busy and thus indispensable.

There is a confi

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

dence gap.

The manager doesn't have the skills to work closely in collaboration with his people and graduall

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

allow them the trust to get on with it and get it right.

There is a skills gap.

Learning that management is ab

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

out having a clear 'Whats' about the organisations vision and goals and then enabling individual and team capacity to come up

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

Following aspects would a

with creative and delivering 'Hows', is hard for some managers. They are the ones who complain that there is too much to do

dd to the challenges in developing combination products:

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

that senior management demands are unreasonable. Giving work up is vital. There is now no knowledge gap.

Management

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

is about letting go of some of the stuff to be done, trusting your people, once given clear criteria and goals and getting o

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

n with the true role, developing others, designing growth possibilities and being pro-active and not a fire-fighter. Slowly,

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

they get it more and more right. Their results are better and better. There is now no confidence gap.

Providing all

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

Professional from academic institutions, pharmaceutical industries, health care indust

the training sessions in the world, won't make a jot of difference if the manager is not ready for learning and development.

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

Sometimes, hand-holding works, with the support of a mentor or an off-line coach. They learn in a safe place and get better

.

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 now no skills gap.

Gradually, the knowledge, confidence and skills combine to generate a better manager, team

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

Companies that provide selfless information through particip

and business performance. Organizations can take the lead in helping managers get this right. It is worth it

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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No, you really don't need a logo for your business; a logo is definitely not a must-have for your business if you don't care for your customers to remember you. Eh! What did you say? You want your business to grow? You want your customers to remember you and come back? Well, my friend, if you are thinking any of these, you definitely NEED a LOGO.

What makes Wegmans so formidable? They learned their brand lessons well and are playing brand hardball. Borrowing on the specialty marketers like Whole Foods, Fresh Market and Bread & Circus, and the upscale brands of Four Seasons and Ritz Carleton, they recognized that brands that differentiated the customer enabled these brands to become destinations. They became a magnet for those seeking specialness, specialty, high quality foods, and experience - within a geographic area. When the shopper believed they were a more discriminating shopper (what we call a Brandface), these shoppers were willing to inconvenience themselves by traveling a greater distance to satiate that self-identifying need. They would also be willing to pay higher costs for that same self-identification.

In order to truly live the lifestyle of your dreams, you must have vision and be willing to take the action towards what drives you.

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