New Year's Thoughts for Andrew W

[Anonymous]

Andrew,
Congratulations on your promotion! We don't know that much about you, but since Stout and Viebacher were know "qualities", it's got to be an improvement. Here's some items for you to think about as you determine GSK's future in the U.S., and the value of your direct reports:
If strong leadership requires vision and courage, ask your leaders why did Neurohealth double in size only to be cut in half within ~two years? (Same with Acute Care / Oncology) Why were there no changes in SB leadership after the debacles with Avandia and Coreg? Why did Vaccines double in size and NOT be told to hire from within GSK sales forces? When every rep could tell you that expansion to 11 sales forces with smaller territories was a massive mistake, why didn't senior leadership also see that? Why does GSK continue to operate as two separate organizations? Why was there no integration of sales forces at merger as there was when Glaxo and BW joined? Why do we need so many non-selling, ancillary employees "supporting" sales, (MDMs, RAs, multiple SGA, managed care, etc)?? Why has the incentive comp package not been changed, (improved), in several years?
The odd thing is, if this site were available in the pre-GSK days, I'm not sure that many Glaxo heritage people would have every been found bitching about their jobs here. Why not? Maybe it was because the reps were not micro-managed, the Managers were not asked to baby sit, the sales force was truly treated like the engine that drove the company, and the financial and work environment rewards were strong.
Just food for thought for you as you decide how to turn this company around.

[Anonymous]

great post!

[Anonymous]

Interesting post there OP. However, a few things to take into account: the present industry conditions as well the domestic and international economies. it is quite impossible to return the company to the "good ole days" since market and economic conditions were far different than they are today. the pharmaceutical industry has changed and we should evolve with it. And that doesnt always mean favorable conditions for the field sales force---if thats what you mean when you said the " sales force was truly treated like the engine that drove the company, and the financial and work environment rewards were strong". There are internal company politics that you couldnt possibly imagine happening, but its there; although may will deny it, the company isnt in as strong a position as it once was as far as the availability of blockbuster products in the short term and to some degree, the long term; and of course, the company's strategies change based on market conditions, economy...so face it, our competitors have changed tactics and so must the company as a proper response to achieve business goals and to stay profitable at the end of the day. To deviate from that would be to plunge the company into a very undesirable position both from a management perspective and from a sales force perspective.

[Anonymous]

well stated, and sounds logical except for one item, the company is doing just as you said, and it's heading downhill. So no, we can't go back to the "good ole days", which I don't recall seeing in the original post, but only a fool does not learn what worked well in the past, and only a company that has minimal sales growth, minimal stock growth, minimal employee morale, will continue to do as it's competitors are doing.

[Anonymous]

Interesting post there OP. However, a few things to take into account: the present industry conditions as well the domestic and international economies. it is quite impossible to return the company to the "good ole days" since market and economic conditions were far different than they are today. the pharmaceutical industry has changed and we should evolve with it. And that doesnt always mean favorable conditions for the field sales force---if thats what you mean when you said the " sales force was truly treated like the engine that drove the company, and the financial and work environment rewards were strong". There are internal company politics that you couldnt possibly imagine happening, but its there; although may will deny it, the company isnt in as strong a position as it once was as far as the availability of blockbuster products in the short term and to some degree, the long term; and of course, the company's strategies change based on market conditions, economy...so face it, our competitors have changed tactics and so must the company as a proper response to achieve business goals and to stay profitable at the end of the day. To deviate from that would be to plunge the company into a very undesirable position both from a management perspective and from a sales force perspective.

Regardless of the changing market conditions, it is not necessary to treat your sales force like children in need of strict babysitters. Despite the lack of innovation in the pipeline, it is not necessary to micromanage and bully your sales force. Despite the relative strength of any given company within a marketplace, it is foolish to believe that delivering a core message a pre-determined number of times without regard to the needs of the customers will automatically and invariably increase sales.

Sales is about building relationships, providing value to a customer, and being truthful about what you sell. It has always been so, and will always remain so, despite the wishful thinking of all the MBA's on the planet.

Stop blaming market conditions for the abominable strategy and tactics used by GSK over the last several years.

[Anonymous]

Regardless of the changing market conditions, it is not necessary to treat your sales force like children in need of strict babysitters. Despite the lack of innovation in the pipeline, it is not necessary to micromanage and bully your sales force. Despite the relative strength of any given company within a marketplace, it is foolish to believe that delivering a core message a pre-determined number of times without regard to the needs of the customers will automatically and invariably increase sales.

Sales is about building relationships, providing value to a customer, and being truthful about what you sell. It has always been so, and will always remain so, despite the wishful thinking of all the MBA's on the planet.

Stop blaming market conditions for the abominable strategy and tactics used by GSK over the last several years.

This is absolutely the TRUTH to what is wrong at GSK and can be fixed in short order. You could be a hero!

So Mr. Andrew Witty, in all due respect if you should by chance be reading this site for any reason, the above poster has given you a gem and some very honest insight that is plainly written.

The first merger between Glaxo and Burroughs Wellcome went well or so a lot of us reps thought. The merger between GlaxoWellcome and SmithKlineBeecham happened on paper but it never felt like it actually happened down here in the trenches. It was always us and them. Philly seemed to have an aristocratic attitude toward the peasants of GlaxoWellcome. Well, not to drone on, I think you get the message. There should be one home office and it should be where you choose, although RTP is a great place in the Spring.

Good luck taking this company forward and regaining respect in the industry.
The best ambassadors you could hope for are already in place and could begin to rebuild credibility for GSK however they (all reps) need to believe you have their interest at heart and that the unnecessary strongarm tactics that were ushered in under the past regime will not be tolerated under your watch.

[Anonymous]

This is absolutely the TRUTH to what is wrong at GSK and can be fixed in short order. You could be a hero!

So Mr. Andrew Witty, in all due respect if you should by chance be reading this site for any reason, the above poster has given you a gem and some very honest insight that is plainly written.

The first merger between Glaxo and Burroughs Wellcome went well or so a lot of us reps thought. The merger between GlaxoWellcome and SmithKlineBeecham happened on paper but it never felt like it actually happened down here in the trenches. It was always us and them. Philly seemed to have an aristocratic attitude toward the peasants of GlaxoWellcome. Well, not to drone on, I think you get the message. There should be one home office and it should be where you choose, although RTP is a great place in the Spring.

Good luck taking this company forward and regaining respect in the industry.
The best ambassadors you could hope for are already in place and could begin to rebuild credibility for GSK however they (all reps) need to believe you have their interest at heart and that the unnecessary strongarm tactics that were ushered in under the past regime will not be tolerated under your watch.

Thanks, but since I was managed out like many others I doubt I will be rewarded for my observations. I hope Mr. Witty straightens things out. You could say the mess that GSK has become is an embarrassment to the family, one of whom played a pivotal role in the creation of G in the US. His biggest strength beyond his intelligence was his unfailing common sense, which his successors since the "merger" quite apparently lack.

Hi to the smart folks who've figured out who I am, and good luck in the New Year!

[Anonymous]

CVP: I am just angry that I did not get the CEO position

[Anonymous]

Stop boo-hoo-hooing about the 'good old GW days'. Face it, in the US, morale sucks and the business sucks because our US "leader" has taken us to where we are. Don't think for a minute that Stout EVER had any control over the meglamaniac Viehbacher! CV - who is GW heritage, I might add - has ruined this culture and taken away everything good that used to be SB. HE is the one who had turned the company into a bean-counting, micro-managing, hell-hole! So before you go crying about good-ole GW, just remember that is is a good-ole GW 'leader' who has made the US business a mess!!

[Anonymous]

GSK
Glaxo
Sucks
Kock

[Anonymous]

C Viehbacher is an Embarrassment to the company and how he made it to the top is unexplainable. SOOOOO TRUE a MegaManiac and a scary one at that however Bully's can be put in their place.....the Jail where CV can wear his orange outfit with pride and have allll the fights he wishes. He has driven the US side into the ground and has done nothing for the morale. Isn't that right, Hitler???

[Anonymous]

Stop boo-hoo-hooing about the 'good old GW days'. Face it, in the US, morale sucks and the business sucks because our US "leader" has taken us to where we are. Don't think for a minute that Stout EVER had any control over the meglamaniac Viehbacher! CV - who is GW heritage, I might add - has ruined this culture and taken away everything good that used to be SB. HE is the one who had turned the company into a bean-counting, micro-managing, hell-hole! So before you go crying about good-ole GW, just remember that is is a good-ole GW 'leader' who has made the US business a mess!!

Who paid you to muddy the water and take the focus and heat off SB. SB was known not to treat their reps well back in the 60s, and 70s when the company was called SmithKline & French. The SKF company culture had been lacking before Glaxo Inc even set foot in the U.S. and bought Meyers Laboratories out of Ft. Lauderdale, Fl. to have a sales force. Mr. CV came on the scene reporting to Mr. Stout and Mr. JP Garnier at merger time. The part of your post which amazed me the most were the words refering to Mr. CV " Who is GW Heritage, I might add-has ruined this culture and taken away everything good that used to be SB". Are you refering SB in pre-merger because "everything good" has not shown up since the merger. Anyway, I'll bet you can't find a single GW heritage rep who ever heard of Mr. CV until Mr. JP and Mr. Stout brought him into the company. I think Mr JP and Mr. Stout had a definite plan for the Mr. CV and he carried it out well.
So collect your muddy water money and stick to the facts next time you post.

[Anonymous]

OP here. If you read my initial post, you would see that I never said negative things about SB leadership, GW leadership, but GSK leadership. Mistakes that have been made were done in concert amongst all at that level. Also, I did not say I was enamored about the "good ole days" at G or GW. But since that is the heritage I came from, what I stated was the facts that at that time, the GW sales force's morale was the antithesis of what it is now as GSK. Also, please note that there were not just criticisms of what has already transpired, but ideas on how to fix it. Whether one was G, S, W, B, F, or whatever, is immaterial now. We are GSK, and if you care about the company's viability, ( or at least the stock price), you would want to see changes to the status quo. Last comment, sometime, look at our primary competitor's stock price change in the last 12 months, i.e., Merck. With all the issues they have had over the last year, (Vioxx, shortage of vaccines, generics, etc), their stock increase compared to GSK is sickening. One would think our board would be telling Witty to fix this.

[Anonymous]

The TRUE FACT remains - Hilter or CV in an Embarassment to the US side of Pharmaceuticals and the WORLD. With the name "Hilter" Is NOT a compliment to anyone!! DO MORE FEEL BETTER LIVE LONGER.....where in Hitler's vocabulary would you ever hear these words muttered. Doctor's office's name two names: JP and CV and they are not complimentary. CV is the king of hiding data, stealing data, deleting information......all for the purpose of hiding important information for the consumer and SAFETY. Then I guess, Hitler had the same morales. HE IS AN EMBARRASSMENT TO THE COMPANY!! For the new years resolution, come clean GSK and certainly make some positive changes. Hitler needs to go, go, go.......such an embarrassment!!!!

[Anonymous]

this post makes too much sense to ever have Witty do it

[Anonymous]

Andrew,
Congratulations on your promotion! We don't know that much about you, but since Stout and Viebacher were know "qualities", it's got to be an improvement. Here's some items for you to think about as you determine GSK's future in the U.S., and the value of your direct reports:
If strong leadership requires vision and courage, ask your leaders why did Neurohealth double in size only to be cut in half within ~two years? (Same with Acute Care / Oncology) Why were there no changes in SB leadership after the debacles with Avandia and Coreg? Why did Vaccines double in size and NOT be told to hire from within GSK sales forces? When every rep could tell you that expansion to 11 sales forces with smaller territories was a massive mistake, why didn't senior leadership also see that? Why does GSK continue to operate as two separate organizations? Why was there no integration of sales forces at merger as there was when Glaxo and BW joined? Why do we need so many non-selling, ancillary employees "supporting" sales, (MDMs, RAs, multiple SGA, managed care, etc)?? Why has the incentive comp package not been changed, (improved), in several years?
The odd thing is, if this site were available in the pre-GSK days, I'm not sure that many Glaxo heritage people would have every been found bitching about their jobs here. Why not? Maybe it was because the reps were not micro-managed, the Managers were not asked to baby sit, the sales force was truly treated like the engine that drove the company, and the financial and work environment rewards were strong.
Just food for thought for you as you decide how to turn this company around.

absolutely the truth!

[Anonymous]

This is absolutely the TRUTH to what is wrong at GSK and can be fixed in short order. You could be a hero!

So Mr. Andrew Witty, in all due respect if you should by chance be reading this site for any reason, the above poster has given you a gem and some very honest insight that is plainly written.

The first merger between Glaxo and Burroughs Wellcome went well or so a lot of us reps thought. The merger between GlaxoWellcome and SmithKlineBeecham happened on paper but it never felt like it actually happened down here in the trenches. It was always us and them. Philly seemed to have an aristocratic attitude toward the peasants of GlaxoWellcome. Well, not to drone on, I think you get the message. There should be one home office and it should be where you choose, although RTP is a great place in the Spring.

Good luck taking this company forward and regaining respect in the industry.
The best ambassadors you could hope for are already in place and could begin to rebuild credibility for GSK however they (all reps) need to believe you have their interest at heart and that the unnecessary strongarm tactics that were ushered in under the past regime will not be tolerated under your watch.

Now why would a Philly person want to give up their Eagles, Phillies,Flyers,76ers or theatre tickets to live a dead zone like RTP, which is nice in the spring.NYC is a short drive away. RTP is a cultural void.Sounds like a reason to move operations to a more expensive place like Philly.Oh....I forgot we are in a budget squeeze.

[Anonymous]

Dont drink and drive drunk on New Years like your management team.