Reorganization

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Anonymous said:
Agreed. Start the new year with objectives holding the directors and VPs accountable for failed regulatory submissions would be a good place to start.
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Who is buffered from accountability for failed regulatory approvals? Usually it is the last people to touch the product submission before it is sent off (example. project team member). The problem with this is that the VPs and Directors are also calling the shots even if the their names and signatures are not directly on the final submission documents. Also people who work on the project in the early stages and then hand it off to the project teams usually are also buffered from accountability. So if they hand off something that is flawed the project team is accountable even if the product they were given for product submission is a flawed product.

What is amusing about this entire process is that if a product does not get approval it is the team members fault. But if the product does get approved the VPs, Directors and early stage researchers all come out of the woodwork and claim that their expertise is the reason for the approval. A reorganization should try to address this serious flaw in accountability here at B+L.
 






Anonymous said:
Who is buffered from accountability for failed regulatory approvals? Usually it is the last people to touch the product submission before it is sent off (example. project team member). The problem with this is that the VPs and Directors are also calling the shots even if the their names and signatures are not directly on the final submission documents. Also people who work on the project in the early stages and then hand it off to the project teams usually are also buffered from accountability. So if they hand off something that is flawed the project team is accountable even if the product they were given for product submission is a flawed product.

What is amusing about this entire process is that if a product does not get approval it is the team members fault. But if the product does get approved the VPs, Directors and early stage researchers all come out of the woodwork and claim that their expertise is the reason for the approval. A reorganization should try to address this serious flaw in accountability here at B+L.
Click to expand...

In companies that are being shopped around for sale the CEO and executive management is too busy trying to sell the company and can not keep track of the day to day operations. In these type of environments the lower level VPs and Directors have the freedom to play with the system to protect themselves from accountability. This means they hire a person to serve as a team member on a project team and attribute all of the potential failures of the project team to the team member. This way they can scapegoat the team member if things go bad. If the project is a success they tell upper management that since they directed the team member that the project succeeded due to their direction.

It is a ridiculous system but it is a very effective way at keeping a VP or Director position for a long time. You get none of the blame but all of the credit. It is the poor scapegoat that gets hired into the no win job that is always the loser.
 






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