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Janssen CNS





Please, it would be much worse without us. Since we came on board numbers have increased, you are welcome.


Ummm since you came on board numbers are actually shit! Hence all these fucking national broadcasts about how Trinza is down. We’ve always done much better without you. And those who brag about all their PC wins in CVM are dead last in their rankings now in NS
 




Ummm since you came on board numbers are actually shit! Hence all these fucking national broadcasts about how Trinza is down. We’ve always done much better without you. And those who brag about all their PC wins in CVM are dead last in their rankings now in NS

What?? Primary care box checkers can't handle a 15 minute sales call with a psychiatrist?? What a bunch of idiotso_O

CNS used to be a fun small division with great specialty reps, its a shame its gone to s**t...
 








What does IBG do and what value have they brought to this launch?


This is an excellent question. Nobody really seems to really know, not even the IBG, which is not good. We actually talked a lot about this this week. In this current environment in J&J, these are typically short-lived roles since they do not bring sustainable, measurable and tangible value and are not tied directly to any product sales results and metrics. The teams are generally funded by the individual divisions within the operating company as a type of value added service. This is most likely why they desperately try to latch on local customer initiatives for that much needed visibility and “recognition of value”. It is really interesting to listen to some of their self-imposed metrics for this launch - most of which they obviously have no direct impact over. The concept of these roles always seems like a good idea to leadership initially, but historically never last very long and tend to cycle after a few years mostly because the do not reside within a specific operating company. I’m sure this will not be a fun place to be as our consulting teams will soon start to focus on areas for quick impact to improve internal profitabilty.
 




This is an excellent question. Nobody really seems to really know, not even the IBG, which is not good. We actually talked a lot about this this week. In this current environment in J&J, these are typically short-lived roles since they do not bring sustainable, measurable and tangible value and are not tied directly to any product sales results and metrics. The teams are generally funded by the individual divisions within the operating company as a type of value added service. This is most likely why they desperately try to latch on local customer initiatives for that much needed visibility and “recognition of value”. It is really interesting to listen to some of their self-imposed metrics for this launch - most of which they obviously have no direct impact over. The concept of these roles always seems like a good idea to leadership initially, but historically never last very long and tend to cycle after a few years mostly because the do not reside within a specific operating company. I’m sure this will not be a fun place to be as our consulting teams will soon start to focus on areas for quick impact to improve internal profitabilty.


IBG layoffs?
 
















What?? Primary care box checkers can't handle a 15 minute sales call with a psychiatrist?? What a bunch of idiotso_O

CNS used to be a fun small division with great specialty reps, its a shame its gone to s**t...
They can’t it truly is a shame! When do you think layoffs or restructuring is coming? I can’t imagine the company keeps this up for much longer.
 












This launch has been both hysterical and depressing at the same time. The amounts by which the marketing and ibg teams have gone to lie, exaggerate and cover up the major oversights and mistakes have been unbelievable, even by Janssen standards. It is literally the land of make-believe. o_O
So layoffs are coming! Which position goes 1st?
 












IBG layoffs?

Well, with king Johnny running for the door for a “retirement” life-line, it sure doesn’t look good in the near future. Lots of focus on cost saving measures in pharma, especially after all of the recent market failures and lack of demonstrated and recognized value. Recent discussions on understanding how the limited roles and capabilities of this group can be shifted to the operating companies.
 








Mood GPD (and team) for Market Access and Reimbursement would be a logical start...

There ya go kids, just make sure that you completely fail at your role and cost the organization a shit ton of money bc of your attitude and mistakes, and you too can get promoted!

That’s how it works here and I now have seen it all.