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I often write articles critical or at least challenging of management of organisations. But of course, it is not only managers who behave in such a way as to cause problems. Often it is me, the subordinate employee.

Her

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

e are my top ten failures I observe of employees, like us.

Continuing in a job I dislike

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

Examples of combination products may in

othing about the answers.

I do not seek and secure a job that has at least some of the elements of the answers. I miss the opportunity to shine in a job that I will enjoy and thereby advance my career and remuneration.

Never asking

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

questionsThe boss asks me to do something. I leave their office not understanding what they really wanted. Or I leave the office thinking I know exactly what they wanted. In either case I did not ask a clarifying question.

What is

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

he end result? The majority of times I deliver something back which requires a major revision or is completely off track. The reason I did not ask questions in the first place is some misplaced view about how competent I might be seen if I ask cl

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

Combination pro

arifying questions.

Returning time and again with work which requires revision, leaves people in no doubt about my competence.

Never saying, "I don't know"

Pride or fear stop me from saying to the boss, "I don't know" t

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

o a question which requires a factual answer. I either make a best guess or I pick an answer I have a vague recollection of from another conversation I had with another colleague.

"I don't know, but I'll find out", is an answer I find difficult

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

to say; even though coming back within a short time with a more considered answer saves time and rework.

Always managing upwards

I am so inured to concentrating on my career and not wanting to upset my powerful boss that

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

I continually manage upwards. I make sure that they get no bad news. I even go to the level of burying bad numbers in a sea of detail. Or I am economical with my definition of some variables I need to report on so that they appear better than the

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

y are.

I do this to the detriment of the business; because the boss does not want to hear bad news, or so I have convinced myself.

Saying, "We can't because..."

I respond to a presentation on a programme involving chang

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

e with a sentence commencing with,"We can't because..." I am being incredibly lazy. What I need to do is ask a clarifying question to be sure I heard right and then say, "We can if..."

Not being specific

I talk about our

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

Following aspects would a

poor sales figures and explain them away due to "poor sales skills"; instead of being specific and saying, "Poor opening skills" or "Poor product knowledge", or "Poor closing skills". When I am not specific and I talk about a generic solution li

dd to the challenges in developing combination products:

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

e "Sales training" for the above example, I risk applying a generic solution to a generic problem. Generic solutions applied to generic opportunities get a completely random result.

Managing time poorly

I continually arr

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

ive late for meetings. I even make a bit of a joke out of it. I can't determine the difference between urgent and important tasks, proactive and reactive tasks. I call meetings which do not have a purpose. I cc people on emails I send because the

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

y might like to know. I complain of being overworked, spending many hours in the office over the norm.

Expecting a bonus for doing my job

I meet my targets, and I think I therefore deserve a bonus. My targets are stretch

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

targets and therefore I think I deserve a large bonus.

In fact, when I meet my targets; I fulfil the requirements of my job. If I always meet my targets, I am likely to be promoted to a more challenging role with a higher salary. If I exceed my

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

Professional from academic institutions, pharmaceutical industries, health care indust

targets by a wide margin, then I may deserve a bonus.

Not seeing the big picture or only seeing the big picture

I work in a silo and am not interested in the impact I have on other departments or the organisation as a wh

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

ole. That is their problem. They have a job to do just as I do and they just have to cope with what I do to meet my targets.

Or constantly I am aware of the big picture, changing what I do and what my department does to help out. Whatever it tak

.

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

es to get the big picture right is my motto.

I don't get the day-to-day detail done. My customers suffer. My colleagues suffer waiting for my work. Our organisation suffers.

Not having respect

I bear grudges. Other peop

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

Companies that provide selfless information through particip

le are either for me or against me. People must earn my respect. I have no respect for people with whom I disagree. I do not seek the common ground on which we do agree so that we may have respect for each other, even through disagreements.

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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Are you a professional sales person? Would you like to earn more commissions, make more sales and well, just sell more? Would you like to be the top sales person where you work? Would you like to be the top dog and always post the best results? Well have you considered that you could sell more if you would stop telling and start listening more to your prospect?

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