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Cafepharma Message Boards | Pharma Sales, Device Sales, Lab Sales
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<p>[QUOTE="Anonymous, post: 4039856"]If there is one word that describes why products take so long to develop at this company it is Matrix management. Matrix management does not work at this company. The reasons for this are:</p><p><br /></p><p>1. People lack focus on goals. They work on so many different projects and managers they do not know what is priority or how to focus on completing an individual task. Because of this confusion each task takes much longer than it should.</p><p><br /></p><p>2. Matix management leads to a pecking order of which tasks get done first. The manager that has the most prestige in the company gets their tasks done first where lowly project managers have to wait for their tasks as the other manager gets priority. This pecking order may have nothing to do with what is priority for the company. It is based solely on favoritism or perceived prestige of each manager. </p><p><br /></p><p>3. There is a Director or Manager of a function that has his/her own priorities for work that many times has nothing to do with the projects that are being managed by project management. Since most Directors and Managers of a function have goals that are more about their individual accomplishments than their employees success they have goals that many times compete with the goals for resources of the project teams. The employee must decide where to spend their energy and it is always for the Director of the Function and the Project Manager (always) gets short changed.</p><p><br /></p><p>4. Matrix management is a great excuse for employees or Directors to hide work that is not focused on company priorities. Because so many projects are being worked on it is easy to hide a few none project related work projects (usually a Directors goal and objective that is not a project related goal) in among all of the various projects their employees are working on.</p><p><br /></p><p>A. Separating the work force by function Pharma people report only to Pharma managers/Directors, Vision Care only to Vision Care managers, Surgical only to Surgical managers would be a good first step. At least you are matrixed to work on at least projects within the same product category.</p><p><br /></p><p>B. Limit the number of managers an individual can be matrixed too. </p><p><br /></p><p>C. If their function is limited increase the goals of each individual to broader responsibilities </p><p>within each project. This will decrease the number of team members needed on each team and increase the employees focus on completing the project team goals rather than little pieces of many projects.</p><p><br /></p><p>D. Eliminate Functional Managers where ever possible. Most of the time Functional Managers are competing for resources with the project managers and therefore are more of a problem than a solution for getting work done. </p><p><br /></p><p>E. Reward or promote solely based on whether a project gets FDA approval and then reward based on the success (sales) of the project after approval. Especially for the Vice presidents. if their strategy for a particular project works (profits) they should be rewarded. If it does not they should be replaced. (Look at how many people in this organization were rewarded or promoted based on products that did not succeed in the marketplace and you see an organization that rewards failure (or bullshiters) rather than promoting the best talent.</p><p><br /></p><p>If you think I am wrong on any of the items listed above please comment. It would make for an interesting debate on matrix management at B+L.[/QUOTE]</p><p><br /></p>
[QUOTE="Anonymous, post: 4039856"]If there is one word that describes why products take so long to develop at this company it is Matrix management. Matrix management does not work at this company. The reasons for this are: 1. People lack focus on goals. They work on so many different projects and managers they do not know what is priority or how to focus on completing an individual task. Because of this confusion each task takes much longer than it should. 2. Matix management leads to a pecking order of which tasks get done first. The manager that has the most prestige in the company gets their tasks done first where lowly project managers have to wait for their tasks as the other manager gets priority. This pecking order may have nothing to do with what is priority for the company. It is based solely on favoritism or perceived prestige of each manager. 3. There is a Director or Manager of a function that has his/her own priorities for work that many times has nothing to do with the projects that are being managed by project management. Since most Directors and Managers of a function have goals that are more about their individual accomplishments than their employees success they have goals that many times compete with the goals for resources of the project teams. The employee must decide where to spend their energy and it is always for the Director of the Function and the Project Manager (always) gets short changed. 4. Matrix management is a great excuse for employees or Directors to hide work that is not focused on company priorities. Because so many projects are being worked on it is easy to hide a few none project related work projects (usually a Directors goal and objective that is not a project related goal) in among all of the various projects their employees are working on. A. Separating the work force by function Pharma people report only to Pharma managers/Directors, Vision Care only to Vision Care managers, Surgical only to Surgical managers would be a good first step. At least you are matrixed to work on at least projects within the same product category. B. Limit the number of managers an individual can be matrixed too. C. If their function is limited increase the goals of each individual to broader responsibilities within each project. This will decrease the number of team members needed on each team and increase the employees focus on completing the project team goals rather than little pieces of many projects. D. Eliminate Functional Managers where ever possible. Most of the time Functional Managers are competing for resources with the project managers and therefore are more of a problem than a solution for getting work done. E. Reward or promote solely based on whether a project gets FDA approval and then reward based on the success (sales) of the project after approval. Especially for the Vice presidents. if their strategy for a particular project works (profits) they should be rewarded. If it does not they should be replaced. (Look at how many people in this organization were rewarded or promoted based on products that did not succeed in the marketplace and you see an organization that rewards failure (or bullshiters) rather than promoting the best talent. If you think I am wrong on any of the items listed above please comment. It would make for an interesting debate on matrix management at B+L.[/QUOTE]
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Cafepharma Message Boards | Pharma Sales, Device Sales, Lab Sales
Home
Forums
>
Pharma/Biotech Companies
>
Bausch & Lomb
>
Matrix management (doesn't work at B+L)
>
Cafepharma Message Boards | Pharma Sales, Device Sales, Lab Sales
Home
Forums
>
Pharma/Biotech Companies
>
Bausch & Lomb
>
Matrix management (doesn't work at B+L)
>