Articles by Vivek Hattangadi, Raja Reddy, K. Hariram, Satish Kota, P. S. Parameswaran, Gopal Kishore, Ramandish Arora, Mohit Kumar Bhutani, Richa Goyal and Mahendra Kumar Rai

A curtain raiser on disruptions that will permanently alter the pharma marketing landscape in the near future.

It is the twentieth anniversary of the new patent act in January 2025. The post-patent (P20) era is a story of resilience, determination, and charting a course that set global ambitions, a story of finding opportunity in adversity. It is a story for case studies in business schools, in international studies, in global health efforts.

We will need to find a way to bring together the capabilities of the Medical Rep, the changed scenario of the visit and the ways we can reach doctors into one single strategy rather than looking at the physical and the digital parts separately. Our medical reps will continue to be the core of our promotion, and our digital strategy will need to empower them to not only do a better call but also support their efforts by building processes that will help them beyond the few minutes that they spend in the Clinic. Marketing budgets will have to move away from conventional investments and also think beyond hardware to increase digital engagement.

After settling down comfortably into my seat on a flight from Chicago to San Francisco, I started browsing through my digital copy of the latest issue of The Economist. Much to my surprise, I saw an article titled, The Usefulness of Managers beginning with the sentence, "Is your manager really necessary?" Bingo!!! My mind went back to so many discussions we keep having about our Indian Pharma industry and the various arguments about line management and their contributions, role clarity, their usefulness and the often-asked question, “Are they really effective?” When the top leadership says, that effective managers are a rare breed with comments such as, “they are the weakest link in our chain”, my mind keeps racing through with the thought as to, “if they are not, who has to be responsible to make them effective?” Having been a line manager and climbing the ladder against odds, I can understand and empathise with both sides of this management world. However, when these doubts and questions keep raising its head often, my curiosity quotient kept raising a question, “Are we in Indian pharma very unique to have such challenges?” A chance meeting I had with a team of Google senior management personnel based in Google’s headquarters in California during this trip gave me an interesting insight on what Google did and what it continues to do. Much to my solace I found that their apprehensions were similar to what we in Indian Pharma face. The differentiating factor was that their "people operations" team (HR) has applied the Google Way (data analytics) to management analysis and developed a manifesto entitled Eight Habits of Highly Effective Google Managers.

India pharma is crucial for global healthcare, providing affordable...

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India pharma is crucial for global healthcare, providing affordable...

India's top 10 pharma companies by market capitalization, offering insights into...

1. Market Overview The oncology sector remains the most dominant...

Introduction For decades, leaders and organizations have relied on the...

India pharma is crucial for global healthcare, providing affordable...

India's top 10 pharma companies by market capitalization, offering insights into...

1. Market Overview The oncology sector remains the most dominant...

Introduction For decades, leaders and organizations have relied on the...

India pharma is crucial for global healthcare, providing affordable...

India's top 10 pharma companies by market capitalization, offering insights into...

1. Market Overview The oncology sector remains the most dominant...

Introduction For decades, leaders and organizations have relied on the...