!. Ownership of the current process: we waste time an energy because a Sr. Executive backs a project etc. No objective review. Example NCM (piloted to 18 months, implemented nationwide with major flaws, abandoned without a word or an effort to debrief and lean from mistakes 2. The Managers are implementers of HQ projects and monitors of reps. There is no real mechanism to critically review process changes, they are discouraged from providing any valuable feedback (because, nothing exists to provide the feedback-giving it to DCO is not productive, same is true at the rep level). The Veeva system is REDUCING productivity because the focus is monitoring activity, example monitoring the location for sample delivery does NOTHING to improve compliance. But if it could give a WARNING that the GPS location and the location selected in Veeva could or better yet, loading the correct address. Also if "compliance" is a priority, then why are there so many incorrect addressees in the database and why hasn't it been fixed? 3. Lack of accountability for anyone above the rep level in the organizational hierarchy. The Sr. Executive that pushes a project through, does not monitor it success except on the "scorecard". The scorecard does not measure productivity but skewed estimate of sales performance. There is no accountability because there is no way to validate the information presented. There is a religious tone to how the data are presented and people are rewarded for moving into a "high performing" territory and punished for being assigned a low performing territory. Others continuing in a territory can watch their performance plummet between December and January or dramatically improve. How is it possible to identify "best practices" in such a system?
I would agree and also add that they generally try to fix the processes that only cause 1% of problems in a given area. Not the things that would be meaningful to change to make a real difference.
OP, All true and typical of any large organization..you forget one key element... You the rep are in the trenches and have been and will be there forever (or until you leave for next rep job or get laid off) That 'Sr. Executive' that came up with some great scheme , the guy with the MBA and has his sights set for getting a chance to fly corporate and off commercial flights..well, he's (maybe a she) already planning his exit strategy to the next corporate ladder rung. He isn't planning to be in this position for more than 18 months...can't wait to impress the headhunter with tales of implementing some 'new' 'out of the box' strategy effecting major changes within organization...that guy has already got the next train out of here, their not waiting around to see results-their just sure they were good.
Check into IREP. Their CEO has sold several Pharma companies millions of dollars of unusable software. He was on Jim Cramers show a few weeks ago, unbelievable. This guy has never sold to any physician. But he is a salesman. He does not understand what a HCP wants to see or hear.
