Market Access NBM






Hey, did you know that the English definition of "schadenfreude" includes an exception for enjoying the misfortunate of Germans? It's tradition.
That’s good! Let's see 3 top account managers quit; the last one, the NAD you put on a panel to supposedly tell the rest of us what a great place Bayer is to work!?! Lol working here you have to laugh not to cry. God our leadership sucks!!!
 






We have quite an intriguing situation! To summarize, we've recently seen the departure of three of our top account managers; this year’s award winners?!? This is quite a shake-up for the team. The latest exit is especially noteworthy; it’s the National Account Director (NAD) who was just a few weeks ago extolling the virtues of Bayer as an exemplary workplace on a panel. It’s almost laughable to think about it in light of their abrupt departure. The entire NAD team and more than half the RAD team interviewing for new jobs!!! Honestly, navigating the daily challenges here feels like it demands a good sense of humor just to withstand the storms we face. The unfortunate truth is that our leadership is clearly floundering without a clear sense of direction or support, leaving many of us feeling adrift and uninspired. Makes you wonder if they even care or are looking for new jobs as well?
 


We have quite an intriguing situation! To summarize, we've recently seen the departure of three of our top account managers; this year’s award winners?!? This is quite a shake-up for the team. The latest exit is especially noteworthy; it’s the National Account Director (NAD) who was just a few weeks ago extolling the virtues of Bayer as an exemplary workplace on a panel. It’s almost laughable to think about it in light of their abrupt departure. The entire NAD team and more than half the RAD team interviewing for new jobs!!! Honestly, navigating the daily challenges here feels like it demands a good sense of humor just to withstand the storms we face. The unfortunate truth is that our leadership is clearly floundering without a clear sense of direction or support, leaving many of us feeling adrift and uninspired. Makes you wonder if they even care or are looking for new jobs as well?
I guess it's, go-NADs, or GONADS. Get it?
 


I guess it's go-NADs, or GONADS. Get it?
It seems that yet another Regional and National Account Directors are preparing to leave to a more promising opportunity outside of Bayer. This situation raises an important question: when will the leadership in Market Access recognize the shortcomings in their effectiveness? This consistent turnover highlights potential issues within the management strategies and overall organizational environment, signaling a need for reflection and improvement in leadership practices.
 


It seems that yet another Regional and National Account Directors are preparing to leave to a more promising opportunity outside of Bayer. This situation raises an important question: when will the leadership in Market Access recognize the shortcomings in their effectiveness? This consistent turnover highlights potential issues within the management strategies and overall organizational environment, signaling a need for reflection and improvement in leadership practices.
Full implementation of peer-to-peer evaluations for all roles will quickly address insufficiencies and render useless managers incapable of watering down the talent pool, misguided promotions, and running romper room environments. There are so many positions at Bayer held by people who don't work, are unwilling to improve those around them, and spend more time looking busy with useless tasks. We all see it and full implementation of peer to peer will root those slackers out. Tie compensation to those evaluations and it will speed that process up even more.
 


Full implementation of peer-to-peer evaluations for all roles will quickly address insufficiencies and render useless managers incapable of watering down the talent pool, misguided promotions, and running romper room environments. There are so many positions at Bayer held by people who don't work, are unwilling to improve those around them, and spend more time looking busy with useless tasks. We all see it and full implementation of peer to peer will root those slackers out. Tie compensation to those evaluations and it will speed that process up even more.
Ryan is afraid to see the results of how his team perceives him as a leader, especially since he has to know he is not effective or you wouldnot have the exodus of his top account managers. Because of this fear, he would never allow a 360-degree assessment or a peer review. The real issue lies with him and his management team, who do not want any validation of this reality. It is ironic that he claims they developed the Regional Account Directors 2.0 and National Account Directors 3.0 programs to remain competitive, yet they still struggle to retain account managers, even with added monetary incentives and awards. The true problem lies with him and his underwhelming management team. How could Jen not see this as a clear sign of their ineffectiveness?
 


Full implementation of peer-to-peer evaluations for all roles will quickly address insufficiencies and render useless managers incapable of watering down the talent pool, misguided promotions, and running romper room environments. There are so many positions at Bayer held by people who don't work, are unwilling to improve those around them, and spend more time looking busy with useless tasks. We all see it and full implementation of peer to peer will root those slackers out. Tie compensation to those evaluations and it will speed that process up even more.
This should be done in CVR and WHC for AGMs, VPs, BDLs, RADs, and Medical. That will weed out the useless.
 


This should be done in CVR and WHC for AGMs, VPs, BDLs, RADs, and Medical. That will weed out the useless.
This will never happen because the people who could make it happen, are the ones most at risk for being exposed. They will talk a good game, but you will never see 360s. It's shameful because that is what Bill A sees as the future.
 




Full implementation of peer-to-peer evaluations for all roles will quickly address insufficiencies and render useless managers incapable of watering down the talent pool, misguided promotions, and running romper room environments. There are so many positions at Bayer held by people who don't work, are unwilling to improve those around them, and spend more time looking busy with useless tasks. We all see it and full implementation of peer to peer will root those slackers out. Tie compensation to those evaluations and it will speed that process up even more.
Wait. Are you talking about Bayer? Or are you talking about all of Big Pharma, literally every bloated publicly traded large cap Pharma company? Same same
 


Wait. Are you talking about Bayer? Or are you talking about all of Big Pharma, literally every bloated publicly traded large cap Pharma company? Same same
Throughout my career in the pharmaceutical industry, I have worked with various companies, including some of the larger, well-known firms. However, my experience at Bayer stands out for all the wrong reasons. It has become abundantly clear to me that Bayer operates as one of the most dysfunctional organizations in the sector. The leadership team comprises individuals whose abilities fall short of what one would expect in such critical roles. Leaders like Ryan and his management team seem to be entrenched in their positions, never moving on to other opportunities, likely because their shortcomings would become evident elsewhere.

Their sense of security is palpable, evidenced by their behavior at the recent National Business Meeting (NBM), where they appeared to chuckle at the very notion of accountability. This insulated environment allows them to operate without real scrutiny or assessment of their competencies, contributing further to the organization's decline. It's disheartening to witness such a lack of professional growth and accountability at the top levels of management, which undoubtedly affects the overall health of the company.
 


Throughout my career in the pharmaceutical industry, I have worked with various companies, including some of the larger, well-known firms. However, my experience at Bayer stands out for all the wrong reasons. It has become abundantly clear to me that Bayer operates as one of the most dysfunctional organizations in the sector. The leadership team comprises individuals whose abilities fall short of what one would expect in such critical roles. Leaders like Ryan and his management team seem to be entrenched in their positions, never moving on to other opportunities, likely because their shortcomings would become evident elsewhere.

Their sense of security is palpable, evidenced by their behavior at the recent National Business Meeting (NBM), where they appeared to chuckle at the very notion of accountability. This insulated environment allows them to operate without real scrutiny or assessment of their competencies, contributing further to the organization's decline. It's disheartening to witness such a lack of professional growth and accountability at the top levels of management, which undoubtedly affects the overall health of the company.
Not just market access. It is across all leadership in the organization. Most leaders have been at Bayer 20 or 25 plus years. It is like an incestuous club that doesn’t respect or promote outsiders or outside opinion.
 



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