Author /Felix Yao
It seems to be a fashion for executives to go to private enterprises, and there is an illusion that it seems outdated for executives not to go to private enterprises. Nowadays, the sea of medicine in China is choppy and good at making waves.
①/kloc-in September of 0/5, the former Merck Wu Qiong joined Yao Ming Junuo as senior vice president and CCO.
② On September 4th, Yin Xudong, former president of Novartis China, left;
③ On August 3rd1day, wang hong, former vice president of GSK and head of respiratory department, resigned;
④ On August 26th, Zhen Zhicheng, the former head of Novartis Cancer Division, resigned;
⑤/KLOC-In August of 0/9, Luo Yongqing, former global vice president of Gilead Science and general manager of China, left his post;
⑥ On July 24th, Tian Yu, the former head of Novartis Solid Tumor Division, resigned;
⑦ On July 2 1 day, Jiahe Biopharmaceutical announced that it had appointed Chen Wende as the chief operating officer (former vice president of Roche);
⑧ In mid-July, Tianjing Bio hired Zhu Yifei as the Chief Commercial Officer (formerly Jansen BUhead).
(1) on April 9, former President of Beijing Ted Conte left office;
② On April 2nd, Huang Weidong, former president of Bayer Crops Science Greater China, joined Ito Pharmaceutical as the chief operating officer;
③ On March 25th, Mou Yanping, former head of cancer department in China of Merck, joined Shanghai Alice as CEO.
(If there is any omission, please ask Han Hai, the senior manager.)
They are all industry leaders, the tide of senior executives leaving, and foreign companies or private enterprises are not just a choice.
Is it popular for executives to go to private enterprises? Actually, it is not. At present, the situation of foreign pharmaceutical companies is like cutting carrots at both ends, while executives are in hot water, just like sandwich biscuits, it is difficult to give full play to their advantages.
On the one hand, the national medical reform has entered the deep water area, and centralized drug procurement has become the norm. Foreign pharmaceutical companies in China have contributed a large proportion of generic drugs, so executives rarely have the ability to come back to life. On the other hand, the compliance of foreign pharmaceutical companies is becoming more and more strict, and the need for compliance is better than the business itself.
In addition to the above reasons, it is difficult to understand that the headquarters of many multinational pharmaceutical companies have to undergo rapid changes in the pharmaceutical industry in China. They always thought that "China people" were lying, so more foreign-funded pharmaceutical companies reassigned foreigners, and now the tide of foreigners returning to China has begun.
The adjustment of bosses in China also accelerated the further changes of management, and executives returned to private enterprises in succession. This is far from the localization demand of senior executives under the background of the rapid development of China pharmaceutical market in previous years.
In addition to the challenges faced by executives of foreign-funded pharmaceutical companies, from the external environment, on the one hand, the policy accelerates the centralized procurement of generic drugs, on the other hand, it encourages domestic innovative drugs, especially supporting domestic innovative pharmaceutical companies, which is in stark contrast.
After several years of preparation, research and development of innovative drugs, rapid clinical promotion and accelerated approval, some innovative drugs are facing commercial operation. The owners of innovative drugs companies hope to successfully operate their own products with the help of the professional experience and experience of foreign executives, which is also the advantage of innovative drug operation of foreign executives.
There is a saying in the industry, from foreign companies to private enterprises, people will be acclimatized, especially executives, who rarely last a year. This seems to be a professional curse. After all, they have been in the pharmaceutical industry for decades, and in China, they have grown into the management of global pharmaceutical companies, becoming a smash hit and being worshipped by thousands of people. How can they not play in small private enterprises?
There may be the following reasons:
1, enterprise owner reason:
Business owners have a high proportion of reasons. After all, the salaries of executives of foreign-funded pharmaceutical companies start from six figures. Business owners want good cost performance and employment results, especially in the short term.
Most executives need some time to get used to it, and their business development is not good, which is also the reason why many executives leave within one year.
This contradiction has become more prominent in the past few years, especially the medical reform has not yet entered a stable period, the medical reform is still gradually advancing, and the pharmaceutical market is uncertain. Business owners need more scientific and reasonable advice from executives, but most executives find it difficult to accomplish this task. After all, it is still difficult to predict the policy direction.
Matching with business owners, including personality, culture, professional habits, etc., does not constitute the main reason for executives to leave, but under certain pressure, it may become the fuse for executives to leave.
2. Reasons for the mentality of executives:
If you don't adjust the mentality of executives to the best state, the curse of "leaving within one year" will also come true, especially those executives who are not prepared to go from foreign companies to private enterprises.
The difference between foreign enterprises and private enterprises is unimaginable, and it is difficult to adapt without adequate preparation.
There are several aspects to pay attention to:
First of all, there are great cultural differences. Most foreign pharmaceutical companies emphasize teamwork and performance first. Private enterprises may have to consider more personal factors, especially the decision-making of leaders. At the same time, we should also consider integrating into the corporate culture and the existing team. After all, the main departments are the boss's arm ministers, which will affect the whole body.
Secondly, we should be pragmatic in holding high the struggle. Foreign enterprises spend global money to do things, and their budgets are unified globally, while private enterprises spend the profits of business owners or investors, which is very different.
Moreover, it takes a lot of courage and challenge to put down your posture, not only to be first-class in a five-star hotel, but also to be second-class at home.
3. The reasons for the matching of enterprise dilemma and execution:
If we consider the above two points from subjective factors, then matching is the root of the "one-year curse".
In fact, the fundamental difference between private enterprises and foreign enterprises lies in the hematopoietic mechanism. Foreign pharmaceutical companies spend global money to do things in China, and they don't need hematopoiesis. They rely on global trees to enjoy the cool, while private enterprises are global and need to formulate their own survival strategies. A little carelessness in hematopoietic transfusion is a matter of life and death.
The business of foreign companies in China is good or bad, which has nothing to do with life and death. Just tell a good story to headquarters. If they are tired of listening to the story of the headquarters, everyone will become professional managers, change careers and continue their new career of promotion and salary increase.
Therefore, the demand of private enterprises for foreign executives is different. They seldom need to put on airs and pretend to be frontrunners. Instead, they need to solve practical problems. Creating performance is the most fundamental demand of enterprises. Many innovative pharmaceutical companies are behind investors, and the success of enterprise management is related to the life and death of enterprises. After all, business success cannot be achieved overnight, nor can it be achieved by one person. We see that most executives rarely succeed in rapid transformation and need a process of transformation.
If summed up in one sentence, foreign executives need to learn from their bosses when they go to private enterprises, put down their posture and deliver results.
Waves of professional idols and industry benchmarks flock to private enterprises, making our dream of saving patients in the world farther and farther.
It has a great influence on the professional managers of foreign companies. Is it a private enterprise to work hard in a foreign company? Or is the ultimate goal private enterprise? At the annual meeting, bosses who want to work together to create a healthy China, save diseases and fight for China patients all went to private enterprises. How should we deal with ourselves?
The regional manager of a foreign-funded cardiovascular and cerebrovascular pharmaceutical company was transferred to the regional market. Because of many years of industry sales experience, he is good at customer management and sales business, and has also faced many discomforts. He is confused about how to choose: to transfer the sales training manager internally, or to be the regional manager of other head pharmaceutical companies, or the sales director of private enterprises.
Therefore, it is hard to imagine whether middle managers choose to go to private enterprises, which is far more difficult than senior managers. Embarrassment stems from future career difficulties. Do they have to go back to foreign companies? It is better to stay in a foreign company and finally choose a foreign pharmaceutical company that is resistant to infection.
In fact, with the passage of time, we clearly realize that the ideal is beautiful, but the road to realization is difficult. What really keeps you going is "like, pursue or dream" at first, and in the end, the most convincing thing is salary. In fact, it's not that you have changed, but that you have a clearer understanding of the world.
It is not that executives have lost their dreams, but that they have known the world earlier and more clearly.