Anonymous
09-22-2005, 10:14 PM
These are very accurate observations of the Managed Markets "Leadership" team, especially with the recent promotion of RH to head the Sales group. Too valuable to be lost in the another post.
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You'd think that with AZ's focus on career development, the managed care team would have plenty of qualified individuals with years of relationships, people skills, and experience negotiating multi-million dollar accounts. Instead, a person with no managed care experience, no relationships in the managed care industry, and no negotiating acumen has been hired to lead the managed care division.
What type of message does that send to the sales force and present day managers? That if you have connections, play the game, act like an egotisitical a-hole, you get rewarded? Rewarded that doesn't mean transferring from CT and allows that person to work out of their home?
Why in the hell should I bust my tail out in the field detailing my products when I have to rely on someone who is well in over her head to get me on preferred formulary status?
How can you charge into a managed care battle when your leader has no idea to mobilize and lead their troops? Do she simply fake it as she goes along in her new position or as in the past, lash out at those and blame others for her short comings and utter failures?
We're talking about the position that will shape the success of of new drug launches in the future for AZ. And we've got someone with no qualifications to lead us or bring new, creative ideas to the table when debating tier discounts, rebates, or market share baskets.
I'd love to have been a fly on the wall during that interview. Obviously it was a sham and as a result, our company will suffer for many years because of this ridiculous hire.
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HQ insider here. All of this goes back to the reality that AZ anoints people as "leaders", who have no inspirational leadership traits. They attempt to "train" people as leaders instead of empowering people to take the actions and risks to earn the title. Bold, creative and innovative ideas to differentiate and drive the business are viewed with skepticism by the inner circle cronies.
For leadership development purposes, if SET/SSLT/HR conducted an independent, comprehensive 360 analysis of the AZ Managed Markets group , which includes a controlled field force sample, external Managed Markets customer feedback, syndicated surveys and most importantly, internal of AZ Managed Markets "leaders", it would be clear that fresh outside blood is needed. We are at a competitive disadvantage to continue with the business as usual, limited product access that has become the AZ norm. AZ Executive leadership needs to acknowledge the reality that the Managed Markets shop is being chronically mismanaged and mislead at a critical business juncture for survival in a increasing competitive environment.
Furthermore, the opportunity to gain competitive advantage, or at least equity, through the restructuring that resulted in the Government group reporting to Marion McCourt has been lost. The government group leadership is made up of outsiders with the "years of relationships, people skills, and experience negotiating multi-million dollar accounts", but have suffered from Marion's lack of vision, risk aversion and no clue of the understanding that AZ has to play with State and Federal customers to compete in the future. The short term result will be seen when Part "D" kicks in and the field force will again suffer from lack of product access.
Look back at this post a few months from now, not as prophetic, but plain old common sense looking down the playing field at the goal line, 10 yards at a time.
Quote:
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You'd think that with AZ's focus on career development, the managed care team would have plenty of qualified individuals with years of relationships, people skills, and experience negotiating multi-million dollar accounts. Instead, a person with no managed care experience, no relationships in the managed care industry, and no negotiating acumen has been hired to lead the managed care division.
What type of message does that send to the sales force and present day managers? That if you have connections, play the game, act like an egotisitical a-hole, you get rewarded? Rewarded that doesn't mean transferring from CT and allows that person to work out of their home?
Why in the hell should I bust my tail out in the field detailing my products when I have to rely on someone who is well in over her head to get me on preferred formulary status?
How can you charge into a managed care battle when your leader has no idea to mobilize and lead their troops? Do she simply fake it as she goes along in her new position or as in the past, lash out at those and blame others for her short comings and utter failures?
We're talking about the position that will shape the success of of new drug launches in the future for AZ. And we've got someone with no qualifications to lead us or bring new, creative ideas to the table when debating tier discounts, rebates, or market share baskets.
I'd love to have been a fly on the wall during that interview. Obviously it was a sham and as a result, our company will suffer for many years because of this ridiculous hire.
--------------------------------------------------------------------------------
HQ insider here. All of this goes back to the reality that AZ anoints people as "leaders", who have no inspirational leadership traits. They attempt to "train" people as leaders instead of empowering people to take the actions and risks to earn the title. Bold, creative and innovative ideas to differentiate and drive the business are viewed with skepticism by the inner circle cronies.
For leadership development purposes, if SET/SSLT/HR conducted an independent, comprehensive 360 analysis of the AZ Managed Markets group , which includes a controlled field force sample, external Managed Markets customer feedback, syndicated surveys and most importantly, internal of AZ Managed Markets "leaders", it would be clear that fresh outside blood is needed. We are at a competitive disadvantage to continue with the business as usual, limited product access that has become the AZ norm. AZ Executive leadership needs to acknowledge the reality that the Managed Markets shop is being chronically mismanaged and mislead at a critical business juncture for survival in a increasing competitive environment.
Furthermore, the opportunity to gain competitive advantage, or at least equity, through the restructuring that resulted in the Government group reporting to Marion McCourt has been lost. The government group leadership is made up of outsiders with the "years of relationships, people skills, and experience negotiating multi-million dollar accounts", but have suffered from Marion's lack of vision, risk aversion and no clue of the understanding that AZ has to play with State and Federal customers to compete in the future. The short term result will be seen when Part "D" kicks in and the field force will again suffer from lack of product access.
Look back at this post a few months from now, not as prophetic, but plain old common sense looking down the playing field at the goal line, 10 yards at a time.