In times like today – you all know what I’m talking about – it becomes even more clearly how important company culture is to make it through rough times. And don’t get me wrong, it’s not a decision whether or not you have a company culture. You have a company culture either way but it’s no doubt good to be in charge of it. And these can be the times when your real company culture shows and you find out whether you are or whether you are not.
The great demand for medtech products and the growth of the industry is good news! As with every boom, however, this development goes hand in hand with a great need for qualified and motivated specialists who can meet the constantly growing demand. In the nature of medtech, the interdisciplinary and cross-functional way of working is inherent and that also means that the requirements and position profiles have an extraordinary range.
What is it about Berlin that makes it such a vibrant und buzzing hot spot for Life Sciences and especially Biotech in the last couple of years? It’s been experiencing steady growth and an exceptionally high level of start-up dynamics. And yes, look at it, many of the biotech companies are founded from the universities and research institutions on site. And rightfully so, since they greatly benefit from the strong science and the good infrastructure for clinical studies in the region. But not only start-ups, also global pharmaceutical companies value the know-how and the local conditions: Here they can develop and produce new active ingredients.
When you’re trying to find the best talent that gets maximum results for your company, a good place to start is looking at the assets that exist in your company to attract the best candidates. A lot of research is looking into the factors that make candidates favor one company over the other and career opportunities, room for development and sense of purpose are sure among the winning factors. But how do companies look like in a different stage to candidates that compete for talent in the same industry. IIC Partners had a look at Pharma companies in particular, with a survey regarding their experiences with their hunt for the best of the best.
When it’s time to start a transformation process in a company (which nowadays is pretty much anytime), you need the right expertise in place to answer the essential questions at the right time and to manage the process from within. We talked to one of these experts about the various aspects of transformation processes and the result is this very interesting interview you can find below. Our counterpart in this insightful talk was Anders Fogstrup who is currently leading Mundipharma Germany. The company is part of a global network of privately-owned independent associated companies and operates in over 120 countries worldwide. The company is focused on developing business partnerships to identify and accelerate meaningful technology across an increasingly diverse portfolio of therapy areas including respiratory, oncology, pain and biosimilars. By working in partnership with all stakeholders, the Mundipharma network develops therapies that create value for patients, payers and wider healthcare systems – to move medicine forward.
Transformation is everywhere at any time. Markets transform, businesses transform, people transform. I talked to a specialist in this area about the various aspects of transformation processes and the result is this very interesting transformation model you can find below.
The value of diversity has become almost a cliché – and for good reason. Yet there’s still plenty of data that makes it clear we have a long way to go before the life sciences represent the population, on all levels: from board members to trial groups. The 2018 Life Science Workforce Trends Report published by the Coalition of State Bioscience Institutes (CSBI) that I also talked about in my last article, stated diversity as one of the main new HR trends as we move into 2019.
The global executive search market continues to be an interesting playing field that always evolves. I’ve been a keen observer of these developments and especially as to how Executive Search networks have started to transform. One of the keys seems to be their flexibility: the ability to adapt and change quickly – in disruptive and challenging times. But what makes the difference between an integrated and a non-integrated Executive Search Firm and what are the pros and cons? And are they actually that different after all?
