Digg It - Business

As Freud cautioned, it's insanity to keep doing the same thing and expect different results. You know things have to change. Business as usual is a guarantee to fail. Your boss supports you,

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

but is fairly lukewarm about resources and time commitments. Your staff agrees but then claim they are too busy. Activity traps, inertia, disinterest, ambivalence, fear… people fabricate (con

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

Examples of combination products may in

ciously or unconsciously) lots of reasons to avoid making change. This is a frequent organizational dilemma: a needed change stalls before you even get started.

Unless you're willing to wait

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

for a crisis (that usually means someone gets fired), start thinking about "up-selling" change. "Up-selling" change means to persuade your employees that making a personal commitment to the c

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

ange will reap them personal benefits. Similar to up-selling your customers by informing and sharing the value-add to your products or services, you need to demonstrate the value-add of your

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

Combination pro

hange initiative. Just like any business problem, you start by making the business case for change. Except in this situation, your employees become your target market. So, you better have a g

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

od answer to the "WIIFM" test - What's In It For Me?

Even if you don't know the answer now, don't let that stop you. The best place to start looking for answers to that question is your empl

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

yees. Go to them and get them involved in your thinking. The act of asking and listening not only engages them, but informs them as well. When people feel partially informed, not part of the

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

in the know" group, uncertain of what is really happening, and have no clear answer to "what's in it for me?" you are guaranteed to face stiff resistance to change. The act of engaging employ

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 early on in the change process will accelerate acceptance and learning at a pace most managers would be thrilled to achieve. Weave people into your change plans - their buy-in, their react

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

ons, their learning curve, their commitment (or lack of) to adopting the change.

Don't bother to "up-sell" change without first administering the "WIIFM" test. The test is really rather simp

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

Following aspects would a

le. First, do a quick check of your team's vital signs. Walk around and randomly ask people questions like "So, what do you think of the changes we've been talking about?" "How do you think i

dd to the challenges in developing combination products:

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

will impact your job?" "Think you'll be able to adapt quickly to the new system?" You'll be surprised (and maybe pleased) with the feedback you get. If your employees can articulate a positi

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

e connection to their daily job performance, then you've passed the test. On the other hand, if you get answers that vary widely across the board, or responses like "what change are you talki

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

g about?" "I hope it's not like last time" or "we're so burnt out now, I don't think we can handle another change," you have some serious remedial change management work to do.

If you pass t

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

e "WIIFM" test, then your communications have "connected-the-dots" for your team in ways they can understand and absorb into their daily job functions. If you hear resistance to the change, y

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

Professional from academic institutions, pharmaceutical industries, health care indust

u need to go back and literally reconnect-the-dots for your employees so that they can clearly understand how the change directly or indirectly will impact their job. You can never over-commu

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

icate during a change initiative. Continuous, repeated, and rapid information exchange and knowledge sharing are key to successful adoption of change. If you're sick of talking about it, you'

.

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

e probably converted your true believers but have only reached 25% of your people. Talk it up some more and keep "up-selling" the change.

The art and science of dealing with the people side

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

Companies that provide selfless information through particip

f the change equation is Change Management. As a practice, it draws from a multitude of social science disciplines to effectively bring people, technology, and ideas together at the same time

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/30088/diggit-How-to-UpSell-Change.html">How to Up-Sell Change</a>

BB link (for phorums):
[url=http://www.diggit.org.ua/article/30088/diggit-How-to-UpSell-Change.html]How to Up-Sell Change[/url]

Recent government studies have revealed the fact that there is an acute global deficit of blue collar laborers in present, the crisis regarding manual workforce becoming increasingly prominent in the last few decades. This phenomenon has been augmented

We have also learned from first-hand experience that management coaching is not a one-shot effort. It takes regular ongoing discussions and experiences to achieve the level of support and cooperation needed.

To harvest your leads and increase your s.ales first you need to plant a crop and tend to it. Here's how to generate more leads and convert more to s.ales.

Tags

Links

Digg It - How to Up-Sell Change

Related Articles: