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?

Sanofi India’s Next Chapter: Deepak Arora Appointed Managing Director

Sanofi India Limited has announced the appointment of Deepak...

Elephant in the Doctor’s Clinic: Indian Pharma Medical Rep

For decades, the Medical Representative has been the backbone...

Pharma GCCs – What Used to Happen in Boston or Basel Now Happens in Bangalore

GCCs - Indian Pharma moves up the Value Chain...

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Indian Pharma: The Marketing – Field Disconnect and Its Remedy

The Anomaly Unless you learn to accept that chaos is...

The Tragic Genius of Yellapragada Subbarow

Every day, doctors worldwide prescribe methotrexate, doxycycline, and folic...

Private Equity Funds in Indian Healthcare: Who Wins? Who Loses?

The Two Headlines That Should Not Coexist Two recent news...

Gen Z Healthcare: Review of the Decoding Gen Z Report

Gen Z is not waiting to get sick. But...

Character: The Ultimate Differentiator in Healthcare and Pharma

My friend Salil Kallianpur, in his Substack post "The...

Marketing

Indian Pharma: The Marketing – Field Disconnect and Its Remedy

The Anomaly Unless you learn to accept that chaos is...

The Tragic Genius of Yellapragada Subbarow

Every day, doctors worldwide prescribe methotrexate, doxycycline, and folic...

Private Equity Funds in Indian Healthcare: Who Wins? Who Loses?

The Two Headlines That Should Not Coexist Two recent news...

Gen Z Healthcare: Review of the Decoding Gen Z Report

Gen Z is not waiting to get sick. But...

Character: The Ultimate Differentiator in Healthcare and Pharma

My friend Salil Kallianpur, in his Substack post "The...

Policies/Sales

Indian Pharma: The Marketing – Field Disconnect and Its Remedy

The Anomaly Unless you learn to accept that chaos is...

The Tragic Genius of Yellapragada Subbarow

Every day, doctors worldwide prescribe methotrexate, doxycycline, and folic...

Private Equity Funds in Indian Healthcare: Who Wins? Who Loses?

The Two Headlines That Should Not Coexist Two recent news...

Gen Z Healthcare: Review of the Decoding Gen Z Report

Gen Z is not waiting to get sick. But...

Character: The Ultimate Differentiator in Healthcare and Pharma

My friend Salil Kallianpur, in his Substack post "The...

Strategy

Indian Pharma: The Marketing – Field Disconnect and Its Remedy

The Anomaly Unless you learn to accept that chaos is...

The Tragic Genius of Yellapragada Subbarow

Every day, doctors worldwide prescribe methotrexate, doxycycline, and folic...

Private Equity Funds in Indian Healthcare: Who Wins? Who Loses?

The Two Headlines That Should Not Coexist Two recent news...

Gen Z Healthcare: Review of the Decoding Gen Z Report

Gen Z is not waiting to get sick. But...

Character: The Ultimate Differentiator in Healthcare and Pharma

My friend Salil Kallianpur, in his Substack post "The...

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The Semaglutide Story: How One Molecule Re‑wired Obesity, Patents and Pharma Profits

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Sanofi’s Decision not to Renew Paul Hudson as CEO Marks a Structural Shift

In big pharma, leadership changes are rarely impulsive. They...

Novo Nordisk’s Big Reset: What 9,000 Job Cuts Signal for Pharma’s Future

For years, Novo Nordisk was the poster child of growth. Its GLP-1 drugs, Ozempic and Wegovy, didn’t just change obesity treatment — they reshaped the company’s balance sheet. Demand outpaced supply, public awareness skyrocketed, and Novo’s market cap surged. But growth always attracts challengers. Enter Eli Lilly with Mounjaro and Zepbound, and a wave of competitors and compounded generics threatening margins. Add in slowing sales growth and operational bloat from years of expansion, and suddenly Novo’s leadership had to answer tough questions about sustainability.