Darwin's Medicine

Have you ever wanted your team to bring you more innovative ideas? If you do, you're in the majority of leaders in our industry and what you're experiencing is borne out by my own research. Much of what I see described as radically innovative is, in fact, old wine in new bottles. There’s a reason creativity is difficult. And the way to encourage creativity is counterintuitive to a lot of leadership thinking. By the end of this five minute seminar, you will understand why that is and how to get your team to be more creative.

Have you ever read or listened to an analysis of the market and thought: So what? Most market analysis tell us nothing that we didn’t know already. It just slices and dices data to create nice slides. And they don’t help us to decide our strategy.This isn’t because we don’t have enough data. It’s because we don’t use the data the right way. And by the end of this five minute seminar, you will understand why that is and how to make your market analyses useful.

Have you ever sat through a strategy presentation that dazzled but didn’t deliver? All senior managers are used to seeing strategy presentations that are slick, brilliantly delivered -and strategically empty. They’re all spin and no substance. You might think this is the fault of the presenters, but it isn't.It’s the fault of the leaders sitting in the audience. And that means it's a completely fixable problem, if you understand its root causes. And by the end of this short video, you will. This video is a summary of my article "Big Hats, No Cattle" published in PME magazine. If you would like PDF, please comment on this video and mail me on [email protected]

Is it your job to develop talent in your company? Do you find that your leadership and management development programmes don't work as well as they should? This problem is faced by all pharma and medtech companies, whose their success depends on a supply of bright, competent people. Your talent development programmes will work better if you understand something called the Anna Karenina effect. And by the end of this short video, you will. This video is a summary of "Coach Tolstoy", an article published in PME magazine. If you would like a PDF of that article, please comment on the video and mail me at [email protected]

Does your strategy team get stuck in "analysis paralysis"?Or do you write strategic plans and then can't implement them?These are symptoms of astrategia, better known as strategy blindness. It's a common problem in pharma and medtech companies, caused by the necessary cognitive and professional diversity in your team.Common, but fixable if you understand the problem. And by then end of this short video, you will.This video is a summary of "Astrategia", an article published in PME magazine. If you would like a PDF of that article, please comment on the video and mail me at [email protected]

Is market access an issue for you?Do the innovative products you develop fail to reach many of the patients who need them? This is a problem for all innovative pharma and medtech companies. You might think this is a pricing problem but it's actually a science problem. If you understand that, you have a better chance of solving your access issues. And by then end of this short video, you will.This video is a summary of "Beyond Reach", an article published in PME magazine. If you would like a PDF of that article, please comment on the video and mail me at [email protected]

In this seminar, expect to learn what it is that will seperate those life sciences companies who will gain from AI from those that will suffer pain without reward.

In this seminar, expect to learn what the Giraffe's laryngeal nerve and your firm's inability to be agile have in common, and the solution that this metaphore gives you.

Bayer's restructuring is a gamble that pushing decision making out from the centre will make it more responsive to the market. What would have to be true to make it work? The answer, surprisingly, can be found in the 9 brains of the Octopus.

If you would like a copy of the article on which this seminar is based, please get in touch.

Please share with your colleagues.

The series is about the most difficult questions you can be asked at a strategy review and how to answer them.

In this seminar, the question is "Do the parts of your strategy fit together?" The fit between strategy components, their synergy and the risk of internal contradictions, is one of the most difficult things for strategists to get right.

If you would like a PDF of the articles on which this series is based, or if you would like to discuss how my research can help your business, contact me on [email protected]