Pharmaceutical industry

Five steps health organizations can take.

Companies often face new rivals, technologies, regulations, and other environmental changes that seem to come out of left field. How can they see these...

From December 2000 to February 2008, the top 15 companies in the pharmaceutical industry lost roughly $850 billion in shareholder value. Although a number...

It started with a moon-shot challenge.

For a leader, a public apology is always a high-risk move. Understanding what apologies can and cannot do will help you avoid both foolhardy stonewalling and unnecessary contrition.

Don’t settle for just making your product better. Let your customers make it great.

If you believe too many executives think, “It’s all about me,” you’re right: Research shows that an ethos celebrating individual achievement has been shoving aside other motivations, such as the drive to empower people, that are essential for successful leadership.

“Financial theory, properly applied, is critical to managing in an increasingly complex and risky business climate.”

Three strategies to stay laser focused on the path to a cure.

How to persuade patients to contribute their data and ensure that it is shared.

David Martin, chief operating officer of Lexington Labs, was apprehensive about the upcoming meeting with his senior sales executives. Just a few years...

When the biotech pioneer had to get a blockbuster drug to market fast, it didn’t lock itself into a rigid supply chain. It joined with partners to become a virtual manufacturer.

A unique probiotic formulation, L-39, has great promise as a pharmaceutical treatment for a common illness. When it hits a stumbling block in its latest...

Some people just can’t make up their minds. The same goes for some companies. Leaders can eradicate indecision by transforming the tone and content of everyday conversations at their organizations.

The HR manager at Medignostics sees a disaster on the horizon: The company’s workforce is aging, and it can’t attract young talent. But his bosses are more concerned with cutting costs here and now. How can he persuade them to take the long view?

Your growth strategy should be determined by your value proposition. That may seem obvious. But precious few companies know themselves well enough to do it.

Managing in my homeland taught me to treasure the provincial as well as the universal.

How scientific institutions can address systemic racism.

In late 2001, the directors of Pfizer asked that very question. And with good reason. After its 2000 merger with rival Warner-Lambert, the New York-based...

Most CEOs who specialize in turning around struggling companies focus on costs. But for Fred Hassan, chairman and CEO of Schering-Plough, the primary...