Quotes from great leaders and managers.

Looking inside and outside of biotech(Genentech® and Wal-Mart® )

Honing in on biotech management.

The struggle to measure good management.

Great leaders know how to initiate change!

“You Cannot hope to build a better world without improving the individuals. To that end each of us must work for his own improvement…”

Marie Curie (Shead, 2010)

Knowing how to influence others and how to initiate positive change is vital to being a good leader.

Great leaders know what's important.

“The very essence of leadership is its purpose. And the purpose of leadership is to accomplish a task. That is what leadership does–and what it does is more important than what it is or how it works.”Colonel Dandridge, M. Malone (Shead, 2010)

Being practical and leading by example is often over looked as a strong leadership quality.

Great leaders know how to motivate people.

“You must be the change you wish to see in the world.” Mahatma Gandhiv(Shead, 2010)

Living your ideals and leading by example is often over looked as a strong leadership quality.

Great leaders know how to portray them selves.

“Happiness and moral duty are inseparably connected.” George Washington (Shead, 2010)

Remember that everything you do and say even if it’s a whim reflects on how people see.

Great Managers know who’s important.

"I believe the real difference between success and failure in a corporation can be very often traced to the question of how well the organization brings out the great energies and talents of its people."

Thomas J. Watson, Jr. CEO of GE(1981 and 2001)

"If you pick the right people and give them the opportunity to spread their wings—and put compensation as a carrier behind it—you almost don't have to manage them."

Jake WelchPresident of IBM(1952 to 1971)

(LeadershipNow, 2010)

leadership and management.

In the business world great leadership and great management go hand in hand.

Three important aspects in leadership are: Vision, Culture and Communication. (Langer, 2009)

Two companies who have always been leaders, one inside and one outside biotech sector.

Wal-Mart® vs. Genentech®

Sam Walton1918 - 1992

http://moniqueschlosser.com/sam-waltons-10-rules-for-building-a-successful-business/

Robert A. Swanson1947 - 1999

Herbert W. Boyer, Ph.D.

http://www.gene.com/gene/about/corporate/history/founders.html

Wal-Mart® vs. Genentech®

Wal-Mart® vs. Genentech®

Sam Walton opened many retail stores and in 1962 started Wal-Mart. His vision was clear. He focused on controlling coast and improving management.

His vision and leader ship are clearly stated his 10 secrets to success.

Secret to success Share your profits with your

people. Motivated people to do their

best. Communicate what is going on. Appreciate the people who are

helping you. Celebrate successes. Listen to people when they

speak, especially customers or clients.

Exceed expectations. Control expenses better than

your competition. Swim upstream.

Herbert W. Boyer, Ph.D. with Robert A. Swanson upon a chance meeting started the first biotech company.

Their vision was unbelievable. They looked into science and saw a new business .

In 1976 they started Genentech and by 1977 they were producing human proteins in bacteria.

They cloned human insulin in 1978 and had it on the market by 1982.

(Schlosser/Hrebeniuk, 2010) (Genentech, 2010)

Goals look similar inside and outside the Biotech world.

Wal-Mart® vs. Genentech®

Wal-Mart® vs. Genentech®

Both target productivity. Both are pragmatic measurements of success.

Both have a defined vision.Both incorporate helping other.

(Wal-Mart & Genentech, 2010)

Leading biotech In general, Biotech leaders have to have

more vision than most other businesses. In order to bring complex science to market

leadership must have a vision that includes :

How to develop the product (An extremely complex idea).

What the product’s place in the market.

The economics of the product. Because Biotech is research intensive, the

vision of leadership must understand the high risk potential of the industry.

Does culture look similar inside and outside the Biotech world?

Wal-Mart® vs. Genentech®

Wal-Mart® vs. Genentech®

Culture: a look at success.

Wal-Mart® vs. Genentech®

Culture: a look at success.

Wal-Mart® vs. Genentech®

Culture a look at success.

Wal-Mart® vs. Genentech®

Culture looks amazingly similar.

The culture sets clear idea that creates a feeling of value for the company and its employees alike.

Productivity is imbedded in the culture.

(Wal-Mart & Genentech, 2010)

Leading biotech A successful Biotech culture must include:

ethics and understating . Because of the high likely hood of failure in

biotechnology ventures, culture tends to develop on its own. In later phase of leadership the organization as a hole will start to focus on culture.

To bring complex science to market the culture must be very excepting of both science and business. (Hoang, & Rothaermel, 2010)

Both Wal-Mart and Genentech have very defined cultures, but many companies have little or no defined culture.

Culture is emerging as an important player in the success of biotechnology.

Strong culture creates a more flexible yet stronger cohesion among workers with different back grounds. (Langer, 2009)

Wal-Mart® vs. Genentech®

High priority on listening to clients and coworkers.

High value placed on communicating and answering questions.

Website is informative and interactive.

Active in there community.

Website is informative

High value on technical communication.Genentech father company Roche is one of the top ten patent filers.

High priority on delegation and cooperation.

Wal-Mart® vs. Genentech®

Communication is at an optimal level for both of these companies.

Goals and expectations are clearly communicated.

Both companies express there views and interact with sociality.(Wal-Mart & Genentech, 2010)

Leading biotech Biotech has a very difficult job when it comes to

communication. Scientist and business unit have very different

languages. Science is hard to explain to society. To bring complex science to market

communication must be open between different groups. (De Luca, Verona, & Vicarit , 2010)

To maintain safe drug products, biotech has a obligation to have open communication that relays the truth, good or bad, inside and outside the organization.

Communication, is important to maintain a sustainable business where new ideas and innovations are considered from every level. (De Luca, Verona, & Vicarit , 2010)

These are undoubtedly great companies Genentech has been rated the best biotech company to work for in 2010 .

The monstrous size of Wal-Mart and in Genentech ‘s case its monstrous buy out depict very successful business plans.

This two companies both depict ideal levels of Vision, Culture and Communication. Which are the hallmarks of good leadership and management.

This shows that Biotech management at later phase of leadership development is not overtly different than management of a large retailer.

The main idea is that good management and good leadership look the same anywhere you go. It looks like sustainable success.

If we examine small start up companies inside and outside biotech more divergence may be observed.

Take Home Message

While Sam Walton tweaked and improved his Vision, Culture and Communication during the process of growing Wal-Mart , it can not be compared to the changes which biotech management must undergoes when taking a product from development to the market place.

Furthermore uncertainty in biotech is a stress that is not easily paralleled in other businesses.

Biotech management faces scientist with large egos and introverted personality, whom often are not easy to manage or replace.

Biotech management are up against, science which is not easy to manage.

Biotech management must show the highest level of ethical conduct. Producing a biological consumable in a highly regulated cGMP and cGCP environment, where money and results are at odds with the moral behavior.

Take Home Message

However, good management is very difficult to measure without correlating it to success. (A major problem when looking at management at early stages of biotech where success is still undefined).

So how do we measure good management. The fact is it is nearly impossible to do.

Everyone has a an intrinsic feeling about who is a good leader and what quality's they have. At very least people know if they like/respect their Bose.

The real trick is getting from this feeling to a measurable quantity that relates to good management and success.

Please click on the test tube from the home page or go to the measuring management tab to take a questioner. This questioner attempts to address these issues.

Measuring Management.

Al-Laham, A. Ambutgey, T. L. and Baden-Fuller, C. (2010) Who is My Partner and How Do We Dance?. Technological collaboration and patenting speed in us biotechnology. British Journal of Management, Vol. 21, pages 789–807.

Bergdal, M. (2006). The ten rules of sam walton. New jersey: John Wiley & Son. Retrieve from http://books.google.com/books?id=GAiyfgLLIgcC&printsec=frontcover&dq=sam+wal ton&source=bll&ots=vlYG2xFYnF&sig=eE5Ttr6G_DqAsqMS1Im8s6AloGA&hl=en&ei=_zPgTNvNE8X_lge_kpn8Aw&sa=X&oi=book_result&ct=result&resnum=19&ved=0CIwBEOgBMBI#v=onepage&q&f=false

Buchingham, M. & Coffman, C. (1999). First, break all the rules. New York, New York: Simon & Schuster.

De Luca, L. M. Verona, G. and Vicari, S. (2010) Market orientation and r&d effectiveness in high-technology firms: an empirical investigation in the biotechnology industry. Journal of Product Innovation Management. Vol. 27. Pages 299–320.

FDA. (2009, May 8). FDA leaders & their deputies. Retrieved from http://www.fda.gov/AboutFDA /WhatWeDo/History/Leaders/default.htm

Fitzgerald, K. (date not listed).Sam walton “the model manager of wal-mart”. Retrieved from http://www.stfrancis.edu/content/ba/ghkickul/stuwebs/bbios/biograph/walton1.htm

Genentech. ( date not listed) Corporate Overview. Retrieved from http://www.gene.com/gene/about/corporate/history/founders.html

Hoang, H. and Rothaermel, F.T. (2010). Leveraging internal and external experience: exploration, exploitation and r&d project performance. Strategic Management Journal Vol. 31. Pages 734–758.

Langer, L. J. (2009) Leadership strategies for biotechnology organizations: a literature review. Advances in Health Care Management. Vol. 8, pages 49-80.

Northouse, P. G. (2001) Leadership Theory and Practice, second edition. Schlosser/Hrebeniuk, M. (2010, January 4). Sam walton’s 10 rules for building a successful business.

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