Marketers often think that everything is new in the digital world. They have simply forgotten the first principle, which is to serve the customers – to have a customer-centric view and not a product-centric one.
Addressing the media at a roundtable this morning, Vani Manja, Managing Director, Boehringer Ingelheim India said, “Boehringer Ingelheim India aspires to be amongst the top five multinational pharmaceutical companies in India over the next few years. We have been enabling access to our innovator products to patients across India and the neighbouring markets in the diabetes, cardiovascular, stroke and respiratory diseases segments. Our plan in these therapy areas is to build sustainable partnerships to ensure an ecosystem of access and care for patients. We have initiated action in that direction.”
The new sparkling DIME (Digi MarketEr) are the ones who embrace digital transformation with open arms and voraciously feed on data analytics to satisfy their performance outcomes with an informed business decision. The benefit of being DIME is that it propels data management out of the hands of individual stakeholders, and puts data sets with insights on to center glass table (Transparent workplace) for informed decision making.
Challenging times lay ahead for the sales departments in the pharma industry. The COVID-19 pandemic will surely not be the first disruption, as recent geopolitical tensions, and economic turmoil show. Agile and adaptive sales enablement is thus a must-have in the coming months and years.
In the organisational context, LEADERSHIP appears more glamorous than the word MANAGEMENT. When it comes to a team whether small or large, we need to realise that the first requirement is to be an effective manager and then a leader.
Why so?
First and foremost, Managers are responsible for making sure that things are done properly. And while leaders may bring us vision, inspiration and challenge, these things count for nothing without the efficient implementation brought about by good management.
To be a great manager, you must have an extensive set of skills, both hard and soft – from planning and delegation to communication and motivation.
The skill set is so wide, and hence, for your long-term success, it's wise to analyse your skills in all areas of management – and then to challenge yourself to improve in all of these areas.
So, a fundamental question that is unasked, but lingers in the mind often is, Are managers really necessary?