Mr. Langa and Mr. Moore, It is apparent that the most recent organizational changes did NOT even give a thought to your #thinklocal initiative........I will be driving through two territories to get to the other end of mine. I am not an exception, instead it seems to be a standard. It has also come to light this week the bag structure of the field sales organization. Are you guys not smart enough to realize that having the 1 with 100% GLP, the 2's Tresiba and xultophy creates silos at the very foundation of our organization. Do you think I care what my "partner" Has to talk about to my provider?.....come on man. Hire prefessional people who can sell what the providers are writing......give them what they need(just ask some tenured novo reps......we will tell you) and you guys take care of the monies we bring in and quit trying to re-invent the wheel!!!!
the new bag structure in no way is conducive to a team mentality. It’s back to back stabbing and throat slitting your counterparts just to get ahead.
Mr. Langa and Mr. Moore, It is apparent that the most recent organizational changes did NOT even give a thought to your #thinklocal initiative........I will be driving through two territories to get to the other end of mine. I am not an exception, instead it seems to be a standard. It has also come to light this week the bag structure of the field sales organization. Are you guys not smart enough to realize that having the 1 with 100% GLP, the 2's Tresiba and xultophy creates silos at the very foundation of our organization. Do you think I care what my "partner" Has to talk about to my provider?.....come on man. Hire prefessional people who can sell what the providers are writing......give them what they need(just ask some tenured novo reps......we will tell you) and you guys take care of the monies we bring in and quit trying to re-invent the wheel!!!!
I'm in the Princeton office, in a support role. That said, this is the 3rd time in about the last three years that we have 'botched' a re-org/realignment. The number of times I hear about silos, having to backstab pod mates, reps now having to drive through one or two territories to get to their own, delays in rollouts of these realignments etc is appauling. Seems like the fingerpointing is between sales and marketing. But from where I sit, it's the Commercial Effectiveness group that does the analytics behind size, bag structure and territories. Seems to me that they're 0-for-3 in getting these things correct, and in a timely manner. When is that group going to be held accountable ? I often see their leader wagging her finger at others, but she doesn't realize that when you do that, there are three fingers pointing back at you. Come on guys, #getitrght
If in fact the bag structure and payouts will not be equitable between pod mates, you have royally screwed the pooch. You could have put everything else in place to absolute perfection (which didn't happen), but if you are paying reps differently based on bag structure yet base COE on total portfolio, you done effed up BIGTIME! You have effectively pitted half the pods against one another because half of the pods are too immature to get along with each other. WELL DONE!
Wait a second here. If the problem is in-team fighting and immaturity, then blame the people who fight and act immature - don't blame the bag structure. It's not too much for a company to ask its people not to act like a bunch of babies.
But wait, isn't Commercial Effectiveness the ines who provide "insights" to the sales teams and basically advise us on how to do our jobs? They have a cracker jack team of recent tech MBAs who are there with all of their big data knowledge (yet zero field experience) and want to tell us all what we should be doing. My question is, has Jo and her clowns ever gotten anything right.
