The Indian Pharmaceutical Market (IPM) was valued at Rs. 10,426 crores in the month of August 2016 clocking a strong 18% growth over same period last year (SPLY). This was the second consecutive month where the IPM crossed the 10,000 crore mark.

Tariffs and Indian Generics: Is Trump Cutting His Nose to Spite His Face?

Trump’s Tariffs Threaten US Drug Affordability The Value of...

Track and Trace: Indian Pharma – Current and Future Applicability

Pharmaceutical companies must contend with challenges from supply chain lapses (theft, diversion, S.O.P. deviations, product recalls, reverse logistics etc.) counterfeiting and stringent regulations. These challenges get compounded when dealing across the states and country business operations, besides that not only impact tangible profits but also the intangible brand credibility. In this context, there is also a credible increase in public awareness about the genuineness of medicine (in particular medicine that require cold chain) and their predictability of clinical outcomes. Providing visibility and full traceability becomes a paramount importance to both the Industry and the Govt. – A fool proof solution not only brings transparency in the system, but can also be a key differentiator, and undoubtedly can create immense opportunities for a competitive advantage.

Indian Pharmaceutical Innovation – Post TRIPS

It is the twentieth anniversary of the new patent act in January 2025. The post-patent (P20) era is a story of resilience, determination, and charting a course that set global ambitions, a story of finding opportunity in adversity. It is a story for case studies in business schools, in international studies, in global health efforts.

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Subhendu K Datta has taken on a new role as Senior Vice President (Sales & Marketing) – India & Nepal SBU Head at Micro...

In his new position, he will lead teams across...

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Marketing

Subhendu K Datta has taken on a new role as Senior Vice President (Sales & Marketing) – India & Nepal SBU Head at Micro...

In his new position, he will lead teams across...

Why Private Equity is the New Kingmaker in Pharma & MedTech

The PE Playbook: Why Private Equity is the New...

Tez Health and the New Race to Bring Healthcare Home

Tez Health and the New Race to Bring Healthcare...

Is Pharma M&A Slowing Down Amidst Geopolitical Friction?

The pharmaceutical industry stands at a critical juncture in...

Will the GLP Battle Now Shift from Injectable to Oral?

In India’s million-strong retail pharmacy universe, oral weight-loss pills...

Policies/Sales

Subhendu K Datta has taken on a new role as Senior Vice President (Sales & Marketing) – India & Nepal SBU Head at Micro...

In his new position, he will lead teams across...

Why Private Equity is the New Kingmaker in Pharma & MedTech

The PE Playbook: Why Private Equity is the New...

Tez Health and the New Race to Bring Healthcare Home

Tez Health and the New Race to Bring Healthcare...

Is Pharma M&A Slowing Down Amidst Geopolitical Friction?

The pharmaceutical industry stands at a critical juncture in...

Will the GLP Battle Now Shift from Injectable to Oral?

In India’s million-strong retail pharmacy universe, oral weight-loss pills...

Strategy

Subhendu K Datta has taken on a new role as Senior Vice President (Sales & Marketing) – India & Nepal SBU Head at Micro...

In his new position, he will lead teams across...

Why Private Equity is the New Kingmaker in Pharma & MedTech

The PE Playbook: Why Private Equity is the New...

Tez Health and the New Race to Bring Healthcare Home

Tez Health and the New Race to Bring Healthcare...

Is Pharma M&A Slowing Down Amidst Geopolitical Friction?

The pharmaceutical industry stands at a critical juncture in...

Will the GLP Battle Now Shift from Injectable to Oral?

In India’s million-strong retail pharmacy universe, oral weight-loss pills...

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Are Managers Really Necessary?

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?