Increasingly, physicians’ every action and outcome is measured and reported. The data-gathering process can be frustrating, and many clinicians are growing skeptical of its clinical value. For them, outcomes measurement may seem like just another reimbursement requirement or process compliance task. However, measuring patient-reported outcomes (PROs) — patients’ own accounting of their symptoms, functional status, and quality of life — can and should be a clinical tool.
As the head of a large manufacturing plant at a multinational conglomerate, an executive I’ll call David had proved himself a competent, trustworthy manager. So when the presidency of one of the company’s key businesses unexpectedly became vacant, the CEO sat David down to share the good news that he had been chosen for the role....
Having a strong pool of talent is critical for success in today’s business environment. After all, weak leadership can be one of the biggest impediments companies face. Diversity in leadership is a potential key to unlocking high performance within organizations. However, despite significant attention and investment, the top management of the largest U.S. corporations remains not very diverse.
The difficulty Western companies have identifying managers with leadership potential in East Asia says more about prevailing Western views of leadership than it does about available talent.
Many western multinational corporations (MNCs) operating in East and Southeast Asia bemoan the lack of local leadership talent. Several recent surveys have pointed to the scarcity of regional talent as a growth limiting factor in the Far East. But fast emerging MNCs in Indonesia, South Korea, and Malaysia, as well as companies in China and Japan, don’t seem to have as much trouble finding or growing Asian leaders.
Bundled payments in health care have gained favor because they can reduce costs and help improve outcomes. In essence, episodic bundles cover the cost of a patient’s care from start to finish—all the procedures, devices, tests, drugs and services a patient will need for, say, a knee replacement or back surgery.
While Medicare has led the development of bundles in the U.S., large employers are now directly purchasing bundled care for their employees through selected providers.
We know innovation drives corporate growth. As Strategy& reported in its 2015 survey of 1,757 executives, “innovation today is a key driver of organic growth for all companies — regardless of sector or geography.” According to that report, the top 1,000 R&D spenders invested $680 billion in R&D that year, up 5% from the prior year. Historically, R&D has been viewed as the engine of national economic growth as well.
So why is R&D producing a worse ROI than ever?
One of the most interesting findings of a recent HBR article on team chemistry is that the types of people who become leaders within organizations are about 30% less likely than their coworkers to feel stressed out. As the CEO of a small investment firm, I was surprised by the finding, but as I considered my own leadership style and intraoffice relationships, I concluded that the authors were onto something. Plus, a finding from a 20,000-person survey is probably worth paying attention to....
The general view in business is that top-end talent is highly sensitive to and motivated by compensation and that big monetary rewards are key to their management. There is a grain of truth to this — but only a grain. In my 36-year career, I haven’t met a single person truly at the top end of the talent distribution who is highly motivated by compensation. Not one.
The chief executive role is a tough one to fill. From 2000 to 2013, about a quarter of the CEO departures in the Fortune500 were involuntary, according to the Conference Board. The fallout from these dismissals can be staggering: Forced turnover at the top costs shareholders an estimated $112 billion in lost market value annually, a 2014 PwC studyof the world’s 2,500 largest companies showed. Those figures are discouraging for directors who have the hard task of anointing CEOs—and daunting to any leader aspiring to the C-suite. Clearly, many otherwise capable leaders and boards are getting something wrong. The question is, what?
These are formative days for biosimilar developers in the U.S. courts. Last month, the biosimilar market witnessed its first legal settlement, between Mylan and Genentech for trastuzumab, and further settlements are sure to follow. On April 26, the Supreme Court began hearing the case between Amgen and Sandoz regarding the infamous “patent dance.” The Court’s ruling (expected in July) will have significant ramifications on how quickly new biosimilars reach the market......
Meet John. He’s a wizard at data analytics. His combination of mathematical ability and software development skill is highly unusual. His CV features two master’s degrees, both with honors. An obvious guy for a tech company to scoop up, right?
Until recently, no. Before John ran across a firm that had begun experimenting with alternative approaches to talent, he was unemployed for more than two years. Other companies he had talked with badly needed the skills he possessed. But he couldn’t make it through the hiring process.
If you watched John for a while, you’d start to see why. He seems, well, different......
From encouraging criticism to getting more sleep, here are 10 training exercises and habits that will give your brain a comprehensive workout.
Entrepreneurs and business owners looking to gain a competitive edge in the workplace should look no further than their own cognitive fitness.
Here are seven tips on how to attract and secure Government Affairs talent successfully in the Life Sciences industries.
The value of business at stake from government and regulatory factors is huge. McKinsey & Co estimates that around 30% of earnings for companies in most sectors is at stake..
Written by Robert Hall for Life Science Leader Magazine
Early last year I had a call with the Global Head of Business Development and APAC (Asia Pacific) Regional Head of Human Resources at a major biotech group. Once initial pleasantries were exchanged the first words from this executive were “Rob, we’re looking to hire a scout ASAP to lead business development in Asia.”
Asia has quickly become one of the hottest centers for the biotech industry. Whether from industry development, to demographics and more, the globalization of the Asian biotech industry has boomed. However with the new business expansion and partnerships being formed, it's becoming increasingly difficult to locate and hire experienced talent.
Countries such as China, Singapore and Hong Kong have surged to the forefront of biotechnology. Being able to locate talent through recruiting services can help the increasing demand, but it's still a challenge to find qualified help. Here's some of the determining factors to why it's so hard to hire workers for the biotech industry.
Challenges in finding biotech industry talent
Growth - The biotech industry is booming so fast, that from a supply and demand standpoint it's just hard to keep pace. The fact that Asia is quickly urbanizing and growing only complicates matters. What this has done is created a huge void of qualified employees that can help.
With venture capitalists and big pharmaceutical companies partnering to fund biotech start-ups, the demand is higher than ever.
Expansion - From the various new partnerships in the biotech industry, to the expansion of new business models, the need for experienced talent is growing every day. With the growth of the biotech industry in Asia, there will always be a need for recruiting services in this market.
Almost daily new partnerships with government on the investment side, as well as universities on the R&D side expand the biotech industry in Asia
Healthcare - Asia is quickly developing a new consumptive middle class, which in turn increases the demand for healthcare. With this need, there's also a need for improvements in life science and finding more discoveries to help others.
The rise in population of such countries like China or India have boosted the need for qualified biotech industry workers.
Globalization - Not only does the need for biotech workers affect Asia, it's also for cross-border healthcare. In fact much of the business developed and delivered by large biotech companies is overseas and across the globe. There are many companies out there that are dedicated to different areas of the industry.
There are even some venture capital companies that are exclusively set up to manage assets of big pharmaceutical companies. Serving the global marketplace is what Asia's biotech industry has grown into, and it's driving the immense need for employees.
Technology - Not only does Asia lead the way in global biotech development, it's quickly growing into a hub of technological advances as well. Asia leads the way in technological development and advances in the biotech industry. In fact Singapore was recently named the fastest in clinical trial regulatory approval.
When you are looking for biotech industry professionals, the best talent recruiter is what you need. From the laboratory to the tail end of drug regulatory approval processes, there's no lack of need for qualified biotech industry workers. Use the best talent recruiting processes to find employees or work in the biotech industry today.
One of the fastest growing regions on the planet when it comes to medical technology, the Asia Pacific region can be considered the future of bio-tech advancement. There's no shortage of companies looking to tap into one of the fastest growing med-tech markets. However that's not to say that that there aren't challenges for any med-tech company looking to expand into the Asia Pacific region.
Despite these challenges, any med-tech hesitating to enter the region could find themselves losing ground. For this simple reason, these considerations must be factored when looking at the possibilities of expansion.
Factors for med-tech companies to expand into Asia Pacific
Time - Although there may be plenty of reason for med-tech corporations to pause, the fact is that the growth and expansion of bio-technology in Asia in unprecedented. Combined with the region's underserved patients, there's plenty of reason for med-tech companies to join suit.
Committing fully to Asia Pacific shouldn't be a difficult decision, considering the huge amount of bio-medical growth in China, Hong Kong and Singapore.
Growth - Some of the leading med-tech companies in the world are expanding into the Asia Pacific region, and for good reason. In fact most industry experts are estimating that Asia-Pacific will surpass it's Western rivals in the European Union by 2020. This would make the APAC region the second-largest med-tech market in the world.
Demand - In correlation to the region's expansive growth rate is the number of patients and the demand for life-saving medicines.
In the executive portion of the APAC survey, more than 55% responded that their product portfolio doesn't match local needs. The fact that local demand will drive global supply and increase the availability for affordable treatment is one of the sole determining factors.
Profits - The possibility of increased revenue and sales has forced many med-tech executives to rethink their strategy. Being able to move away from tiered distributor models and connect with end users, gives med-tech companies a greater insight on how to address patient needs.
The old model of relying on distributors to deliver products from Asia is a dying model, and not a clear cut path towards the future. Although it's certainly easier, the added margins of profit at each tier winds up costing companies far more than they realize.
Instead, being able to focus and develop market-appropriate products that are innovative and cost-efficient may be the single biggest reason to expand into Asia for many of these med-tech corporations.
These are the many reasons and considerations for companies to enter the Asia Pacific region. The expansion and growth of the medical technology in this region makes countries such as China, Hong Kong and Singapore the single most attractive destination for many leading medical corporations.
Despite the obstacles, to stay on the cutting edge of the medical technology industry expansion is required. Hesitation to enter this region could result in investors and competitors gaining ground and passing your corporation in short order.