After settling down comfortably into my seat on a flight from Chicago to San Francisco, I started browsing through my digital copy of the latest issue of The Economist. Much to my surprise, I saw an article titled, The Usefulness of Managers beginning with the sentence, "Is your manager really necessary?" Bingo!!! My mind went back to so many discussions we keep having about our Indian Pharma industry and the various arguments about line management and their contributions, role clarity, their usefulness and the often-asked question, “Are they really effective?” When the top leadership says, that effective managers are a rare breed with comments such as, “they are the weakest link in our chain”, my mind keeps racing through with the thought as to, “if they are not, who has to be responsible to make them effective?” Having been a line manager and climbing the ladder against odds, I can understand and empathise with both sides of this management world. However, when these doubts and questions keep raising its head often, my curiosity quotient kept raising a question, “Are we in Indian pharma very unique to have such challenges?” A chance meeting I had with a team of Google senior management personnel based in Google’s headquarters in California during this trip gave me an interesting insight on what Google did and what it continues to do. Much to my solace I found that their apprehensions were similar to what we in Indian Pharma face. The differentiating factor was that their "people operations" team (HR) has applied the Google Way (data analytics) to management analysis and developed a manifesto entitled Eight Habits of Highly Effective Google Managers.

The seminar will help companies especially Product Management Teams and Sales Teams to understand their changing roles due to UCPMP. It will also bring clarity on strategies and promotional inputs including CME's, sampling, gifts etc.

The life of the Pharma marketer has always been a juggling act (Two hands, Three balls, Endless Effect! A Lifetime of Performance) of managing multiple aspects with adept emotional and mental skill sets. All this, while trying to remain sane in a dynamic and confusing world. As the marketer takes time to make sense of his environment, he attempts to find answers to perennial marketing questions such as: How is the campaign performing? What are the new avenues to target customers? Is the messaging, right? Are the vendors on track with their deliverables? Are metrics that we track insightful?

On February 13, 2026, the Pharmacovigilance Risk Assessment Committee...

A great manager is not just a leader; they...

1. The Eli Lilly & Mounjaro Disruption: A New...

Executive Summary Most healthcare organizations fail at execution, not...

India’s pharmaceutical retail landscape remains one of the world’s...

Dilip Shanghvi didn’t begin in a lab or inherit...

India's next healthcare opportunity may not be in the...

1. The Eli Lilly & Mounjaro Disruption: A New...

Executive Summary Most healthcare organizations fail at execution, not...

India’s pharmaceutical retail landscape remains one of the world’s...

Dilip Shanghvi didn’t begin in a lab or inherit...

India's next healthcare opportunity may not be in the...

1. The Eli Lilly & Mounjaro Disruption: A New...

Executive Summary Most healthcare organizations fail at execution, not...

India’s pharmaceutical retail landscape remains one of the world’s...

Dilip Shanghvi didn’t begin in a lab or inherit...

India's next healthcare opportunity may not be in the...

1. The Eli Lilly & Mounjaro Disruption: A New...

Executive Summary Most healthcare organizations fail at execution, not...

India’s pharmaceutical retail landscape remains one of the world’s...

Dilip Shanghvi didn’t begin in a lab or inherit...

India's next healthcare opportunity may not be in the...