Successful biopharmaceutical operations provides a practical guide to transforming biopharma companies into industry leaders through a focus on driving change. The industry has a blind spot concerning this kind of work, because successful change management comes from a focus on people, while our technically-minded ranks invariably prefer a technical focus. This cognitive bias causes us to pick up the tools we like the best and to swing them enthusiastically - whether they are working or not. This book provides new tools, and readers gain an understanding of how biopharma organizations developed into the cultures we see currently.
Reihe
Sprache
Verlagsort
Verlagsgruppe
Elsevier Science & Technology
Zielgruppe
Maße
Höhe: 234 mm
Breite: 156 mm
ISBN-13
978-1-907568-13-8 (9781907568138)
Copyright in bibliographic data and cover images is held by Nielsen Book Services Limited or by the publishers or by their respective licensors: all rights reserved.
Schweitzer Klassifikation
Chris Driscoll is a proven operations executive, international management consultant and author with Lean Manufacturing, Operational Excellence, Cost Reduction, Manufacturing, Quality, Organizational Development and Training expertise. He has experienced creating world class operations and building a culture of excellence in global organizations. He is an internationally recognized business turnaround expert with executive experience in 19 countries. He authored Managing the Core - Business Management in the New Economy in 2009. He is also a part-time lecturer at the University of Colorado Leeds School of Business. Chris is a past Director at Amgen Inc. and is currently CEO of the Driscoll Consulting Group.
Part 1 The need for change: Something isn't right?; The problem of smart people; The ease of fundamentalism; The silo skyline; Integrating the appearance of improvement; Call it what it is: cost reduction; When you turn the wheel and nothing happens; When you take public opinion polls to see what's wrong; When you realize you run a daycare center. Part 2 The change process: Change management framework; Cognitive bias; The compliance card; Simplicity vs. complexity; Accountability vs. innocent bystander; Bringing it all together: engagement, gameplan, sustainability. Part 3 Noise (you'll want to read this): Lessons from Oobleck; They're under too much pressure; we need to give them time; they don't feel comfortable bringing things up.
