Oncology- Future - Truth

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Anonymous

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All these rumors need to stop. Here are some facts. No decision has been made on a restructuring for the Oncology Business Unit. At this time data is being gathered before any decision is being made. Here are a few factors.
1. Data that will come back from Z associates on sales force effectivness(access)
2. Execution from the sales force.(calls per day, ipad utilization, resources, call stretch(etc)
3. # of true Tier #1's customers that sales specialist are able to call on.
4. Growth of Alimta
5. Reinbursement issues, pathways, 340-B, Hospitals and GPO's rebates.
6. Govt factors- medicaid and medicare, and supplemental insurance woes.
7. Facts are that more Alimta dollars come from outside of the US than in it.
8 Our future pipeline- if and when it comes out, and how do we fun the pase 3 trials and launch.
9. Another fact our revenueis going in down and our cost is going up in the OBU.
10. P2P going away soon! with no rep involvement. Too risky.

Now my opinion we will have to reshift some resources and eventually who knows when maybe Q3/4 adjust headcount slightly depending on where the business is. Also talk of a payer/B2B carve out of 24-27 sales specialist to report to 3 diff managers to report to B.L. That will lessen rep headcount. Those 3 DM and and 27 sales specialist will not be backfilled which will the trigure a restructuring. 2 reps in a territory, may happen but more likely more bi-ads. In city areas well good luck and in the rural areas you will drive more.

The problem is that N.C is great for the business unit but he has inherited a mess. CP and our friends have ruined the sales force. Reps are disengaged and they are doing all these rah, rah initiatives that people dont care about.(with the same people in her inner circle). Its her and the two Area Directors, and Ops director that people are fed up with and their bad decisons over the last 2/3 years. She is wish washy and nobody trust her on her staff. People are afraid to speak the truth due to fear of retaliation. Clean that up and you will win back the hearts and minds of the people. They have lostthe trust of the division. Thats the issue.
I know we will make plan this year due tho the GPO contracts in place. Reps just have to pull it through and as for the new comp plan well, if your leader likes you, you are good. Good luck to everyone and brace for change!!!!!!!!!!!!!!!!
 












So the rumors are true. Transformation Project/ZS Associates = Downsizing. Nice try on the "code language". We all know what projects described like this are intended to do. When NC was brought in, it was meant to do one thing - downsize. CP (bad cop) will be the hammer.

Look people, when good people like former Region Directors BL & JO voluntarily leave the OBU it's because they want nothing to do with the bloodletting.

CP already told us very publicly they were going away from biads.

Enjoy your summers, keep your chin up, update your resume, get in touch with your network of recruiters...and pay off debt.
 












It is a shame that Lilly Oncology leadership cant organize the information for th obu and have to spend millions on z s ass ociates again. Zs got us to where we are today with the oncomize alignment that has never worked. Senior leadership should trust and utilize their line management to shape the organization's sales force. Our dms and senior sales people have 1000 times more knowledge of the marketplace than zs. Since there are no longer quotas the dms should be able to get along well enough to make the right decisions and not be over concerned with the quota number. Although some will try to do what is best for them and carve out an area with less travel.

I think the senior leadership should allow people in the organization come up with the design and then evaluate and make a decision. Instead they let others do their work like zs. All of lilly senior management hires outsiders to do their work. I question the leadership's value to the organization. Innovation should come from within. That's why your paid the big bucks. Not for spending more money on an outside organizaton to do your work.

It is not just the re org going outside. It is operations out sourcing meetings that are strange and creepy feeling now, that bring abosolutly no value. Dms get a scripted implementation guide and marketing has an agency telling them what to do.

This is my question 39 response. I wish i could have this conversation without being afraid to get laid off or fired.
 






Anonymous said:
It is a shame that Lilly Oncology leadership cant organize the information for th obu and have to spend millions on z s ass ociates again. Zs got us to where we are today with the oncomize alignment that has never worked. Senior leadership should trust and utilize their line management to shape the organization's sales force. Our dms and senior sales people have 1000 times more knowledge of the marketplace than zs. Since there are no longer quotas the dms should be able to get along well enough to make the right decisions and not be over concerned with the quota number. Although some will try to do what is best for them and carve out an area with less travel.

I think the senior leadership should allow people in the organization come up with the design and then evaluate and make a decision. Instead they let others do their work like zs. All of lilly senior management hires outsiders to do their work. I question the leadership's value to the organization. Innovation should come from within. That's why your paid the big bucks. Not for spending more money on an outside organizaton to do your work.

It is not just the re org going outside. It is operations out sourcing meetings that are strange and creepy feeling now, that bring abosolutly no value. Dms get a scripted implementation guide and marketing has an agency telling them what to do.

This is my question 39 response. I wish i could have this conversation without being afraid to get laid off or fired.
Click to expand...
Ha! This is the right place for it.
 






Anonymous said:
All these rumors need to stop. Here are some facts. No decision has been made on a restructuring for the Oncology Business Unit. At this time data is being gathered before any decision is being made. Here are a few factors.
1. Data that will come back from Z associates on sales force effectivness(access)
2. Execution from the sales force.(calls per day, ipad utilization, resources, call stretch(etc)
3. # of true Tier #1's customers that sales specialist are able to call on.
4. Growth of Alimta
5. Reinbursement issues, pathways, 340-B, Hospitals and GPO's rebates.
6. Govt factors- medicaid and medicare, and supplemental insurance woes.
7. Facts are that more Alimta dollars come from outside of the US than in it.
8 Our future pipeline- if and when it comes out, and how do we fun the pase 3 trials and launch.
9. Another fact our revenueis going in down and our cost is going up in the OBU.
10. P2P going away soon! with no rep involvement. Too risky.

Now my opinion we will have to reshift some resources and eventually who knows when maybe Q3/4 adjust headcount slightly depending on where the business is. Also talk of a payer/B2B carve out of 24-27 sales specialist to report to 3 diff managers to report to B.L. That will lessen rep headcount. Those 3 DM and and 27 sales specialist will not be backfilled which will the trigure a restructuring. 2 reps in a territory, may happen but more likely more bi-ads. In city areas well good luck and in the rural areas you will drive more.

The problem is that N.C is great for the business unit but he has inherited a mess. CP and our friends have ruined the sales force. Reps are disengaged and they are doing all these rah, rah initiatives that people dont care about.(with the same people in her inner circle). Its her and the two Area Directors, and Ops director that people are fed up with and their bad decisons over the last 2/3 years. She is wish washy and nobody trust her on her staff. People are afraid to speak the truth due to fear of retaliation. Clean that up and you will win
back the hearts and minds of the people. They have lostthe trust of the division. Thats the issue.
I know we will make plan this year due tho the GPO contracts in place. Reps just have to pull it through and as for the new comp plan well, if your leader likes you, you are good. Good luck to everyone and brace for change!!!!!!!!!!!!!!!!
Click to expand...

So, which overpaid Lilly Oncology manager or director is this...?
 






Anonymous said:
All these rumors need to stop. Here are some facts. No decision has been made on a restructuring for the Oncology Business Unit. At this time data is being gathered before any decision is being made. Here are a few factors.
1. Data that will come back from Z associates on sales force effectivness(access)
2. Execution from the sales force.(calls per day, ipad utilization, resources, call stretch(etc)
3. # of true Tier #1's customers that sales specialist are able to call on.
4. Growth of Alimta
5. Reinbursement issues, pathways, 340-B, Hospitals and GPO's rebates.
6. Govt factors- medicaid and medicare, and supplemental insurance woes.
7. Facts are that more Alimta dollars come from outside of the US than in it.
8 Our future pipeline- if and when it comes out, and how do we fun the pase 3 trials and launch.
9. Another fact our revenueis going in down and our cost is going up in the OBU.
10. P2P going away soon! with no rep involvement. Too risky.

Now my opinion we will have to reshift some resources and eventually who knows when maybe Q3/4 adjust headcount slightly depending on where the business is. Also talk of a payer/B2B carve out of 24-27 sales specialist to report to 3 diff managers to report to B.L. That will lessen rep headcount. Those 3 DM and and 27 sales specialist will not be backfilled which will the trigure a restructuring. 2 reps in a territory, may happen but more likely more bi-ads. In city areas well good luck and in the rural areas you will drive more.

The problem is that N.C is great for the business unit but he has inherited a mess. CP and our friends have ruined the sales force. Reps are disengaged and they are doing all these rah, rah initiatives that people dont care about.(with the same people in her inner circle). Its her and the two Area Directors, and Ops director that people are fed up with and their bad decisons over the last 2/3 years. She is wish washy and nobody trust her on her staff. People are afraid to speak the truth due to fear of retaliation. Clean that up and you will win back the hearts and minds of the people. They have lostthe trust of the division. Thats the issue.
I know we will make plan this year due tho the GPO contracts in place. Reps just have to pull it through and as for the new comp plan well, if your leader likes you, you are good. Good luck to everyone and brace for change!!!!!!!!!!!!!!!!
Click to expand...

It sounds like Lilly is using the same code words and consulting firm that we at Sanofi used before they "transformed" 50% of the field last year. Good luck to you all from someone who has been under the ZS Associates gun.
 






Anonymous said:
It sounds like Lilly is using the same code words and consulting firm that we at Sanofi used before they "transformed" 50% of the field last year. Good luck to you all from someone who has been under the ZS Associates gun.
Click to expand...

If everyone is using ZS, how can anyone expect to have a comp adv? When will execs stop being enamored by people who use big words and spreadsheets? These guys are thieves stealing candy from babies.
 












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