The last issue of 2016, with articles from K. Hariram and Vivek Hattangadi and new authors, Dr. Ashwin Bonde and Diksha Fouzdar. Diksha's article is the highlight of this issue - an in-depth look at how to embed compliance in the very DNA of a pharma company.
Healthcare systems around the world differ – public, private or a mix of both public and private (like in India). With all the variance in healthcare delivery models, the risks to healthcare professionals remain universal: needle injuries to litigations to episodes of threats/ violence
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
Q 1. Tell us about your journey as a pharma entrepreneur and what made you venture into pharma and stay on in pharma?
My journey started with two good decisions, one- to be a Medical Representative (MR) in Mumbai, which built a strong foundation and the other, to join Helios, a new pharma company, which was like a baptism of fire. Together, they molded me well.
I was promoted as a Front Line Manager (FLM) within a year. And after spending four excellent years in Helios, I joined Group Pharma as Product Manager (PM) and ever since, it’s been an exciting learning experience.Â
I was exposed to Pharma very early in life as my dad was in J L Morison, as part of the promoter-team of Warren Pharma. At home, I was the designated telephone operator and order processing clerk. Those were the days of trunk-calls - calling managers and distributors to note down orders. Hence, I was exposed to the excitement of targets, achievements, deficits and campaigns very early in my life. The idea of ‘work-life balance’ was not in vogue. One would look to their parents who worked long hours with pride making it something you wanted to emulate. Things have changed a lot but I would not trade the decision I made, to get into and stay in Pharma.
In many situations, technology upgradation is often construed as digital transformation. In a recently conducted survey by Altimeter, 88% of companies said that they were undergoing ‘digital transformation’ but only 25% said that they did so with the purpose beyond investing in new technology. The real definition of digital transformation is the realignment of, or new investment in technology, business models, and processes to create value for customers in a dynamic digital economy.
HomeField Force Excellence conference+CEO Roundtable
Field Force Excellence conference+CEO Roundtable
Field Force Excellence (FFE)+CEO Roundtable is MedicinMan’s flagship Field Force Excellence conference bringing together industry thought leaders and senior managers to set the annual agenda for Field Force Excellence in the industry.
Past topics include:
Practical Issues in Sales Force Effectiveness (SFE) implementation
Role Clarity from Front-line Manager to National Sales Manager
Role of Technology as a Field Force Multiplier
Social Learning for the Field Force
Data Analytics: Actionable Insights for Segmented Marketing
Role of Marketing, Medical, HR and L&D in Building the Rx Capabilities of the Field Force
Navigating UCPMP, MCI Guidelines and other regulatory issues
Reinvention of Doctor-Field Force interaction through Digital and Social
Business Intelligence for Field Force Productivity
Employee Engagement: The New Paradigm for Enhancing Field Force Productivity
Past CEO Roundtable participants include:
K. Hariram – Managing Director, (retd.), Galderma India
Sanjiv Navangul – Managing Director, Janssen India
K. Shivkumar – Managing Director, Eisai Pharmaceuticals
