Patrik demoted

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anonymous

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Did no one else notice? A guy who is currently reporting to his replacement now has his job. There is clearly knowledge that his leadership is not so great. Byeeeeeeee! We just have to hope now they clean up the mess and fast. Fire the bad ones. Let the good ones breathe and run their own business again and things will improve substantially. Tell us about the Canada guy.
 


anonymous said:
Did no one else notice? A guy who is currently reporting to his replacement now has his job. There is clearly knowledge that his leadership is not so great. Byeeeeeeee! We just have to hope now they clean up the mess and fast. Fire the bad ones. Let the good ones breathe and run their own business again and things will improve substantially. Tell us about the Canada guy.
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Be careful what you wish for - just wait. Ever heard the story about the turtle on a fencepost?
 






anonymous said:
Did no one else notice? A guy who is currently reporting to his replacement now has his job. There is clearly knowledge that his leadership is not so great. Byeeeeeeee! We just have to hope now they clean up the mess and fast. Fire the bad ones. Let the good ones breathe and run their own business again and things will improve substantially. Tell us about the Canada guy
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His leadership is not so great is an understatement.
 


anonymous said:
Oh but if this were true maybe Rhonda and Shannon are next!
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Most likely won’t happen. Rhonda & Shannon are not making executive decisions anyways; they were placed in their roles symbolically as a representation of Lilly’s commitment to DEI leadership initiatives. Dave Ricks & Patrik are the “ventriloquists” while Rhonda & Shannon are the “talking dummies”.
 




anonymous said:
Ha! Mike Pence quote. Nice
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I think you can take this as an indication that Dan has outsized influence on the EC. Slowly but surely, he is putting his sycophantic minions in place at the EC and EC-minus-1 level. He is setting himself up to be Dave's replacement someday.

Canada guy will probably shake things up, and in the short term you might be happy with who he pushes aside. But big picture, be warned if you are in sales or marketing - the Dan-o-sphere thinks you are useless. Not saying I agree, just saying.
 


anonymous said:
Did no one else notice? A guy who is currently reporting to his replacement now has his job. There is clearly knowledge that his leadership is not so great. Byeeeeeeee! We just have to hope now they clean up the mess and fast. Fire the bad ones. Let the good ones breathe and run their own business again and things will improve substantially. Tell us about the Canada guy.
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Canada guy was a rep for less than a year, then a marketer for 3 years, much of it in new product planning working on stuff that never made it to phase 3. Then he went to R&D as a program leader where he was "discovered", one of Dan's earliest prodigies. Has been on a rocket ship ever since. The longest he's ever been in a job is about 3 years, in business development. So he is an expert in everything he touches, just like Dan.
 




Tell us about the Canada guy. He was a rep for less than a year, then in various marketing jobs for around 3 years, mostly new product planning on new molecules that never made it into phase 3. Then he went to R&D project management where he was solid but not exceptional - until he started making slides for Dan Skovronsky and suddenly became his prodigy. Has been on a rocket ship ever since. Longest he's ever been in a job is about 3 years, in business development. But like Dan, he's an expert in everything he touches, doesn't need input from anyone.
 


anonymous said:
Tell us about the Canada guy. He was a rep for less than a year, then in various marketing jobs for around 3 years, mostly new product planning on new molecules that never made it into phase 3. Then he went to R&D project management where he was solid but not exceptional - until he started making slides for Dan Skovronsky and suddenly became his prodigy. Has been on a rocket ship ever since. Longest he's ever been in a job is about 3 years, in business development. But like Dan, he's an expert in everything he touches, doesn't need input from anyone.
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This is the Lilly way. NO leader at Lilly excels in anything. They just have been exposed to many things, got along with others, have above average aptitude/ intelligence and know how to network. Deep experience and expertise is not a requirement of any leader of any department at Lilly.
 


anonymous said:
This is the Lilly way. NO leader at Lilly excels in anything. They just have been exposed to many things, got along with others, have above average aptitude/ intelligence and know how to network. Deep experience and expertise is not a requirement of any leader of any department at Lilly.
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The reality of Shannon Rush being the current Executive VP of CMH disproves your “above average aptitude/intelligence” requirement hypothesis.
 




anonymous said:
This is the Lilly way. NO leader at Lilly excels in anything. They just have been exposed to many things, got along with others, have above average aptitude/ intelligence and know how to network. Deep experience and expertise is not a requirement of any leader of any department at Lilly.
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I'm OK with a leader who is more broad than deep, if they actually LEAD and work through others. But in the Dave/Dan regime, leaders are expected to micromanage and know every single detail about every single thing. When you meet with anyone at level or higher it's like defending a Ph.D. thesis. So what you end up with are leaders who are constantly operating 1-2 levels down, where they lack the necessary expertise. And their teams are spending a ton of time preparing them for the next test. That's what is so toxic about the culture at Lilly right now.
 


anonymous said:
I'm OK with a leader who is more broad than deep, if they actually LEAD and work through others. But in the Dave/Dan regime, leaders are expected to micromanage and know every single detail about every single thing. When you meet with anyone at level or higher it's like defending a Ph.D. thesis. So what you end up with are leaders who are constantly operating 1-2 levels down, where they lack the necessary expertise. And their teams are spending a ton of time preparing them for the next test. That's what is so toxic about the culture at Lilly right now.
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Oh yes..the "next test" or fire drill. I agree with everything you shared. This is one of the results of people getting promoted every 2-3 years, no one becomes an expert. Why should a leader trust someone who has only been in the role 12-18mths? This is why they stress the concept of "TEAM LILLY". No one person is accountable, and as a result, no one feels empowered. Everyone just wants to be told what to do so they can just get stuff done and prepare for the next "fire drill". Again, it's the Lilly way. In this environment, the leader has to micromanage everything in order to stay informed and appear competent. This continues just long enough for them to be exposed as incompetent/unfit or they get promoted. Then the cycle repeats itself. Once you've been inside, you see the game.
 


anonymous said:
Oh yes..the "next test" or fire drill. I agree with everything you shared. This is one of the results of people getting promoted every 2-3 years, no one becomes an expert. Why should a leader trust someone who has only been in the role 12-18mths? This is why they stress the concept of "TEAM LILLY". No one person is accountable, and as a result, no one feels empowered. Everyone just wants to be told what to do so they can just get stuff done and prepare for the next "fire drill". Again, it's the Lilly way. In this environment, the leader has to micromanage everything in order to stay informed and appear competent. This continues just long enough for them to be exposed as incompetent/unfit or they get promoted. Then the cycle repeats itself. Once you've been inside, you see the game.
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Nailed it. Game indeed. People who play it best are rewarded the most, even though by definition they have the fewest tangible accomplishments.
 



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