In the organisational context, LEADERSHIP appears more glamorous than the word MANAGEMENT. When it comes to a team whether small or large, we need to realise that the first requirement is to be an effective manager and then a leader. Why so? First and foremost, Managers are responsible for making sure that things are done properly. And while leaders may bring us vision, inspiration and challenge, these things count for nothing without the efficient implementation brought about by good management. To be a great manager, you must have an extensive set of skills, both hard and soft – from planning and delegation to communication and motivation. The skill set is so wide, and hence, for your long-term success, it's wise to analyse your skills in all areas of management – and then to challenge yourself to improve in all of these areas. So, a fundamental question that is unasked, but lingers in the mind often is, Are managers really necessary?

Time for Pharma to Re-think its Way of Working

https://www.youtube.com/watch?v=BOO_CNxEzwQ Too many Medical Reps are chasing too few doctors,...

Digital in Pharma and RoI – What and How to Measure Metrics that Matter

To be able to measure the RoI on digital in pharma, it is necessary to understand customers as individuals and create newer segmentation based on these needs and interests. This calls for the NextGen RCPA of data collection and personalized communications that engage customers, based on which pharma must create customer experiences that matter to them. If your content does not scratch, where it itches the customers, digital or phygital, customers will not feel at home (comfortable, delighted, and wants more), which is what matters. Not a digital euphoria, which will soon die down as customers simply ignore it as they did when pharma launched a plethora of webinars.

Pharma GCCs in India — Hype, Reality & What’s Next?

Part 1: Pharma GCCs in India — Orange Markets...

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Medical Reps will Remain – What will be their Future Role?

There was a phase when the industry feared that digital would eventually replace the medical sales representative but it appears that digital engagements work best when facilitated by an affable and knowledgeable person, who can personalize the information, and the conversation, to the doctor. In pharma, there’s no substituting face-to-face dialogue it seems. And why should it? “Rather than digital replacing a person in pharma, the need of the hour is digitalizing the approach of person. The person and the technology are HERE TO STAY”, says Archis Joshi, Commercial Head at Dr. Reddy’s. The sales role is getting tougher. Medical information, at one point pharma’s greatest value, is today much more freely available than it used to be. In the Indian market which is dominated by generic medicines lacking differentiation, simply informing doctors about the product, isn’t a viable prospect any more when it comes to piquing their interest. “Why are brands that have been around for some time still unable to cross the marketing funnel and are still stuck at either the ‘awareness’ or the ‘interest’ stages, and unable to move towards the ‘purchase’ or ‘recommendation’ stages?” wonders Mehul Shukla, Director, Marketing Excellence at Cipla.