Michelle Weese

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anonymous said:
If Michelle’s leadership was as detrimental as you suggest, why did you choose to stay? It’s noteworthy the BMS Corporate Affairs team has a pattern of undermining its leaders; Michelle is the second executive you’ve attempted to discredit. Perhaps the real issue lies within a toxic culture resistant to any leadership that challenges the status quo. Instead of scapegoating, maybe it’s time to reflect on the internal dynamics that perpetuate such dysfunction. After all, it’s individuals like you who contribute to the problem.
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Hey Lez.
 












anonymous said:
"Michelle’s brand roster includes many of the world’s most recognized and respected brands, such as M&M’s, Snickers, Starburst, Skittles, Dove Chocolates, Pedigree Dog Food, Nutro Dog Food, Whiska’s Cat Food, Uncle Ben’s Rice, Duncan Hines, Hungry-Man Frozen Dinners, Aunt Jemima Frozen Breakfast products, Vlasic Pickles, Birds Eye Frozen Vegetables, Seattle’s Best Coffee Company, Cinnabon, Popeye’s Chicken & Biscuits and Church’s Chicken."

Ah yes, on par with Apple, Nike and Patagonia

"Michelle’s experience includes food safety; health & nutrition; sustainability; supply chain, sourcing, country of origin and labor issues; product recalls; litigation communication, regulatory investigations; manufacturing, plant and site safety and preparedness; shootings, bomb threats, gang related incidents; and more."

Stay safe everyone - she has experience in shootings, bomb threats and gang related incidents.
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Trivia:

Whats do pharmaceuticals have in common with all those other products?

Answer:

They are overpriced and come with adverse effects.
 






anonymous said:
What exactly has changed under Weese?

Has the relationship with media improved?

No it is worse

What about new opportunities with the media that are earned rather than bought?

Not seeing Vas or any of the other leaders doing anything different.

What about financial comms and relations with analysts?

Share price is moving in the wrong direction and having the head of finance comms in NJ rather than Basel is not making a big difference.

What about relationships with policymakers and patient groups?

Having everyone in PA apply for their jobs and a fractured patient engagement approach means these relationships will take time to repair or rebuild. Patient groups in CML are furious the way they’ve been treated.
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What about corporate social media? Full of the same boring posts generating a few hundred likes. And Michelle personally reviews each one.

Vas's ego is too big to admit he made a terrible decision.
 
























anonymous said:
What about corporate social media? Full of the same boring posts generating a few hundred likes. And Michelle personally reviews each one.

Vas's ego is too big to admit he made a terrible decision.
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Like Vas swanning around campus in his tight shirts looking like something from Saturday Night Fever with his serial killer beard pontificating about “mindfulness” utter bull!
“Hey look at me and my bad hires”
Tone deaf and fake!
 






Poor Michelle. Surely she can’t be that bad. What exactly has she done at Novartis that is different from other big pharma brands? Seems harsh to be this critical about a woman.
 










































anonymous said:
Nothing
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1. Make everyone reapply for their jobs. Some had seven interviews and were then told the jobs would go external in most cases.
2. Got rid of any German speakers who had been dealing with the European and Swiss media. Reuters, Bloomberg and NZZ correspondents all speak German.
3. Rebranded the rebrand and then rebranded it again.
4. Told people who’d been demoted in an email “congratulations”
5. Is still obsessed with the predictive model. So much so has spent millions on seminars to indoctrinate the people who are a left into a pointless unworkable model in pharma.
6. Media reputation and with patient groups is the worst it’s been.
 






anonymous said:
1. Make everyone reapply for their jobs. Some had seven interviews and were then told the jobs would go external in most cases.
2. Got rid of any German speakers who had been dealing with the European and Swiss media. Reuters, Bloomberg and NZZ correspondents all speak German.
3. Rebranded the rebrand and then rebranded it again.
4. Told people who’d been demoted in an email “congratulations”
5. Is still obsessed with the predictive model. So much so has spent millions on seminars to indoctrinate the people who are a left into a pointless unworkable model in pharma.
6. Media reputation and with patient groups is the worst it’s been.
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7. Hired less experienced, not smart people from BMS and other companies to be her yes men
8. Created a hostile work environment with her favoritism and hostility to folks with knowledge and experience of the business
9. Refused to learn the pharma business so brings chaos and confusion to everything she does
10. Micromanaged to utter despair everything and everyone
11. Ineffective change management that has damaged the morale of an entire function
 






anonymous said:
7. Hired less experienced, not smart people from BMS and other companies to be her yes men
8. Created a hostile work environment with her favoritism and hostility to folks with knowledge and experience of the business
9. Refused to learn the pharma business so brings chaos and confusion to everything she does
10. Micromanaged to utter despair everything and everyone
11. Ineffective change management that has damaged the morale of an entire function
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Funny how the loudest critics are often the LEAST qualified to talk about performance. Michelle inherited a mess and had to make tough calls to clean it up. If you didn’t make the cut, maybe focus on finding a new job instead of taking CHEAP shots from the sidelines.
 






anonymous said:
Yes she is. Employees sharing their horror stories from four different companies are ample proof that MW is poison.
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If you’re building something great, you’re bound to encounter critics. That’s just a sign you’re doing something worth noticing. Michelle is one of the most experienced Corporate Affairs leaders in the pharma industry. She doesn’t tolerate nonsense or carry dead weight. Sorry. Nor is she about placating egos. If that’s a problem, the issue is you. In my book, that’s called leadership.
 






anonymous said:
7. Hired less experienced, not smart people from BMS and other companies to be her yes men
8. Created a hostile work environment with her favoritism and hostility to folks with knowledge and experience of the business
9. Refused to learn the pharma business so brings chaos and confusion to everything she does
10. Micromanaged to utter despair everything and everyone
11. Ineffective change management that has damaged the morale of an entire function
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12. Ruined morale to the point of some people looking for a career change.
13. Lost a generation of experts who will not be replaced.
14. Has no credibility with her senior leader peers. Seen as vacuous.
 






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