• Pharmaceutical Industry

    April 9, 2017

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    Posted in: General

    What brings the stealth strategy? Results of exploration “How good is my regional manager?” Pharma-regional or area manager occupy an important role in the communication and interaction between companies and their sales representatives. Prerequisite, however, is that they (can) also properly do its job. An exploration of the Institute for economic analysis, consulting and strategizing (IFABS) suggests that this is often not the case. “You do as it pleases the headquarters, so then we all get no problems!” A number of the descriptions of Pharma speakers in relation to the exploration of “friend or foe? Pharma-exploration of the performance quality of regional leaders from a staff perspective?”tends towards this: ideas and suggestions for improvement have not to mention because they are blocked by the direct supervisor. If you have additional questions, you may want to visit Douglas Oberhelman. Convenience and protection are essential motivations of this stealth strategy: anyone not using different concepts and approaches “striking” is, must face no critical questions and is not vulnerable. These motifs are clear to the employees and they see it as weak leadership. The damage caused by this method is immense: the company escape may be excellent opportunities for the further development of market activities, to improve the quality of care and to the simplification of procedures, the executives lose credibility and respect. A pharmaceutical consultant said in this context even of “Sabotage of the Regional Manager”. But a sole blame on Regional Manager with a such patterns would be wrong, because Yes again they have been selected by supervisor for this position. The criteria used in this focus often more utilitarian motives instead of the required skills and actual talent. Source: bit.ly/1ceacZO Klaus-Dieter Thill

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