The truth. A must read if you work at Genentech!

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anonymous said:
Yes the owner of this post is correct. Here are some more truths-The incompetent Genetech management team is trying to save their jobs by creating this insane new culture. Roche must have called in its marker. And yes of course those that make the cut will be fine. But how many will that be? And how long will they be fine for? I would be willing to bet as a Genenetch shareholder that this new world of Genentech will not work. But the price of the stock will go up. Genentech is being run by fear of product expiration's. The management teams lack experience in a competitive market. And they are afraid to admit this to Roche. I hope Roche knows that they are having the wool pulled over there eyes by Genentech. .The Genentech business model does not work. Too many people in non revenue producing rolls. Cut these rolls to be lean and profitable. There are many management rotations going on. Ask yourself why? This is to save their jobs. Or maybe they are the chosen few that have been ordained to make the cut.
.The Genentech management strategy of having one sales force per product never made sense. Let alone one sales force per indications. Our products are used by many of the same customers. One person should have always had multiple products Tip-Do not believe any of the management. They know what is going to happen. They are lying to you. It's their job or yours .Examples below of what needs to transform in the real world. Not this fantasy world being sold to Genentech by consultants.

Here is what should be done:


1- Get rid of the oncology overlap. How many people does it take to see a customer four times a year? Four

2- Mistake. Ecosystems - Another cute word sold to incompetent management by a wicked smart consulting company. not all disease states thrive in the same ecosystem. One size does not fit all. A bad management choice again made my a management team that needs to be replaced. They do not have the experience needed to transform the company. And they probably are as usual relying on a consulting firm to make these transformation moves. Again a management team that can not think one their own.

3- Cut the TLL team. This team does not produce revenue. No one knows what they do all day. They set up speakers for speaker programs. A clinical specialist can do the same thing with revenue generation.

4- Cut the PAMS- our contracting team. What do they do all day? again this task can be done by clinical specialists.

5- Cut the Clinical Coordinators- Why? this can be done by clinical specialist

6- Cut the FRM's- again non revenue producing positions. Can be done by clinical specialists.

7- Bring in house the MSL's - can you ever find one of these guys when you need them? Centralize this ecosystem into a call center in SSF. Have a few MD's trained on all products. Lets doctors call, email, face time to the center.

8- RIAMS- why? another layer of fluff added to an already crowded market. Bye Bye

9- Division sales managers- bye bye. Non revenue producing. Most cant even sell.

10- Centralize all marketing teams. Have campaigns created by one big neighborhood setting in bldg 35. After all don't the agencies do all of the marketing work anyway?

11- RGM's- what do they do? bye bye

12- The sales team is the only team that produces revenue, connects to our customers on a daily basis, and then has to delegate to ten other people questions they are not allowed to answer. Crazy. Let the CS teams have more responsibilities. Get rid of the other teams. Should have been done 10 years ago.

Gennetech is falling. And not even Alexander the Great can stop it.
Click to expand...


Just an opinion in response... Spanning across multiple brands and business units during my time here, I have yet to come across more than 5-8% of the current CSs who are qualified, capable, or even have the aptitude to do the multitude of responsibilities outlined by this post in a single job. To add to the layer of disruption this would cause is an Inadequately prepared training or management team who has the inherent experience to lead in areas of expertise this would require to make this transition to prepare anyone for the responsibilities they would be absorbing.

What I do agree with is to combine the roles and streamline the customer approach and expand responsibilities. I would just anticipate attrition, displacement of more CSs than other roles and major disruption to the customer...further reducing revenues in the short term. Additionally, to take on a broader role...you would fundamentally not be capable of being in a revenue diving position = bye bye IC, welcome to MBOs ;)....effect may be a less motivated team as a whole to push revenues forward.
 






The MBO...Manager Based Objectives..original thought there folks.
The MBO’s assume that every CS, territory, division manager, & team, are all the same regardless of coverage, access, geography, windshield time, rep fit for the territory, key opinion leaders, early adopters, etc. Those were used at my previous company about 8 years ago for about a two year time period.. they were ditched because growth went way down. It’s a fix to adjust to a reduction in head count and reduce Bonus payout. But if you are looking for a real motivator for sales people.. the REAL sales people will leave....most I have talked to already had one foot out the door, the order takers were still hanging around.. yes, that will be a good plan for the order takers.
 






anonymous said:
The MBO...Manager Based Objectives..original thought there folks.
The MBO’s assume that every CS, territory, division manager, & team, are all the same regardless of coverage, access, geography, windshield time, rep fit for the territory, key opinion leaders, early adopters, etc. Those were used at my previous company about 8 years ago for about a two year time period.. they were ditched because growth went way down. It’s a fix to adjust to a reduction in head count and reduce Bonus payout. But if you are looking for a real motivator for sales people.. the REAL sales people will leave....most I have talked to already had one foot out the door, the order takers were still hanging around.. yes, that will be a good plan for the order takers.
Click to expand...

LMAO MBO Manager Based objectives paid to manager's ass kissers and they always get the maximum bonus. If you are not one of that but a real salesperson you will get 2- 2.25 and seldom 2.5. 2.5 comes with an attitude of doing a favored type.
 












anonymous said:
LMAO MBO Manager Based objectives paid to manager's ass kissers and they always get the maximum bonus. If you are not one of that but a real salesperson you will get 2- 2.25 and seldom 2.5. 2.5 comes with an attitude of doing a favored type.
Click to expand...

You twits completely miss the point about combining roles, giving CSs more responsibility, and MBOs.

It’s a Function of compliance. As soon as salespeople start talking to speakers (who are paid by the company) those sales people can no longer be incentivized on sales results. Hence you get MBOs.

If you’d get your head out of your pompous, entitlement ass long enough to look around, you’d see that all companies do it that way for the same reason.

Yeah, yeah, yeah - you used to do it 20 years ago. Well times have changed dipshits and the regulatory oversight of promotional activity is at an all time high. Plenty of FDA and OIG personnel just looking to make an example out of any company they can nab.
 






anonymous said:
Yes the owner of this post is correct. Here are some more truths-The incompetent Genetech management team is trying to save their jobs by creating this insane new culture. Roche must have called in its marker. And yes of course those that make the cut will be fine. But how many will that be? And how long will they be fine for? I would be willing to bet as a Genenetch shareholder that this new world of Genentech will not work. But the price of the stock will go up. Genentech is being run by fear of product expiration's. The management teams lack experience in a competitive market. And they are afraid to admit this to Roche. I hope Roche knows that they are having the wool pulled over there eyes by Genentech. .The Genentech business model does not work. Too many people in non revenue producing rolls. Cut these rolls to be lean and profitable. There are many management rotations going on. Ask yourself why? This is to save their jobs. Or maybe they are the chosen few that have been ordained to make the cut.
.The Genentech management strategy of having one sales force per product never made sense. Let alone one sales force per indications. Our products are used by many of the same customers. One person should have always had multiple products Tip-Do not believe any of the management. They know what is going to happen. They are lying to you. It's their job or yours .Examples below of what needs to transform in the real world. Not this fantasy world being sold to Genentech by consultants.

Here is what should be done:


1- Get rid of the oncology overlap. How many people does it take to see a customer four times a year? Four

2- Mistake. Ecosystems - Another cute word sold to incompetent management by a wicked smart consulting company. not all disease states thrive in the same ecosystem. One size does not fit all. A bad management choice again made my a management team that needs to be replaced. They do not have the experience needed to transform the company. And they probably are as usual relying on a consulting firm to make these transformation moves. Again a management team that can not think one their own.

3- Cut the TLL team. This team does not produce revenue. No one knows what they do all day. They set up speakers for speaker programs. A clinical specialist can do the same thing with revenue generation.

4- Cut the PAMS- our contracting team. What do they do all day? again this task can be done by clinical specialists.

5- Cut the Clinical Coordinators- Why? this can be done by clinical specialist

6- Cut the FRM's- again non revenue producing positions. Can be done by clinical specialists.

7- Bring in house the MSL's - can you ever find one of these guys when you need them? Centralize this ecosystem into a call center in SSF. Have a few MD's trained on all products. Lets doctors call, email, face time to the center.

8- RIAMS- why? another layer of fluff added to an already crowded market. Bye Bye

9- Division sales managers- bye bye. Non revenue producing. Most cant even sell.

10- Centralize all marketing teams. Have campaigns created by one big neighborhood setting in bldg 35. After all don't the agencies do all of the marketing work anyway?

11- RGM's- what do they do? bye bye

12- The sales team is the only team that produces revenue, connects to our customers on a daily basis, and then has to delegate to ten other people questions they are not allowed to answer. Crazy. Let the CS teams have more responsibilities. Get rid of the other teams. Should have been done 10 years ago.

Gennetech is falling. And not even Alexander the Great can stop it.
Click to expand...


Cut the TLL team. This team does not produce revenue. No one knows what they do all day. They set up speakers for speaker programs. A clinical specialist can do the same thing with revenue generation.

This would be called a Kickback by the Prosecuting District Attorney.

Brilliant idea putz!
 






Do you think this realignment is also about lowering the average cost of a rep in the field???

Are consultants from ZS providing advice from companies with past layoffs and cost structures and the current rep is over compensated?

Not a bad gig for the pay benefits and car...

Reps posting on Facebook - social media from personal phone early afternoons on a consistent basis with young kids

not a true sales position. No hard quarterly sales goals

What took so long Roche?
 


















anonymous said:
Move the fools from SSF back to Nutley... Roche in charge.
Click to expand...
Hands up if you are talking to an attorney. Time to slap the old DNA with a little piece of their medicine as they cannot even manage this shit storm they are creating. This is not how you handle a "downsizing" but who is working at this point anyway. Managers aren't even drinking the kool-aid anymore.Have a labor attorney all over this.
 






Good luck if you actually have a case.

Think of the severance $$$ you will get for a job where you did not work all that hard.

Roche has many lawyers and money. This is not as easy as the bright poster illustrates.


anonymous said:
Hands up if you are talking to an attorney. Time to slap the old DNA with a little piece of their medicine as they cannot even manage this shit storm they are creating. This is not how you handle a "downsizing" but who is working at this point anyway. Managers aren't even drinking the kool-aid anymore.Have a labor attorney all over this.
Click to expand...
 






anonymous said:
Hands up if you are talking to an attorney. Time to slap the old DNA with a little piece of their medicine as they cannot even manage this shit storm they are creating. This is not how you handle a "downsizing" but who is working at this point anyway. Managers aren't even drinking the kool-aid anymore.Have a labor attorney all over this.
Click to expand...

I don’t see how you will have a case. Most of our reps don’t work a full day and all are overpaid. Big change needs to happen here and across the industry.
 






After the dust settles, who the hell would want to come to this company with so many positions on MBO and corporate bonus? The real sales people ? They wont be looking at Genentech. In the end, it will end up being 25yr olds desperately trying to break into the industry. No company would ever follow this model. Most company’s have real pipelines and real drugs on the market. Sad watching GNE fall so hard.
 






anonymous said:
After the dust settles, who the hell would want to come to this company with so many positions on MBO and corporate bonus? The real sales people ? They wont be looking at Genentech. In the end, it will end up being 25yr olds desperately trying to break into the industry. No company would ever follow this model. Most company’s have real pipelines and real drugs on the market. Sad watching GNE fall so hard.
Click to expand...
Other companies have tried this model before and it did not work. AHR call yesterday was a clear indication of how the company model will be in the future. Real sad how things are folding for Genentech. at the end, ZS wins and everyone else falls.
 






anonymous said:
I don’t see how you will have a case. Most of our reps don’t work a full day and all are overpaid. Big change needs to happen here and across the industry.
Click to expand...
When SVP's (N.O.) send out messages about Diversity & Inclusion. and changing the ethnic mix of the company......in the face of transformation (i.e. downsizing) you may have a case. It will be interesting and telling how the "re-interview" process goes......I'd save a copy of that email if you don't fit the criteria for diversity........and is anyone else tired of white svp's spouting off that D&I is so important????
 






anonymous said:
The truth is sometimes hard to absorb, but needs to be told:

BioOnc will be the first to go and suffer the deepest cuts 50%-65% of sales force. DMs and RSDs are not in the loop because ALL of their roles will be eliminated(i.e. no CS, DM, RSD -- all new role categories, so everyone will have to interview). So even if you ask, they won't know. Look forward to a "pilot" announcement in the next six weeks. The structure of the upcoming pilot and what has been rolled out as HSE is a glimpse into the future structure . Don't get too comfortable as the future is 2H'21 - after AHR sales have completely fallen off cliff. BioOnc may go fully with pilot before then though, so polish your resumes folks. (If you're entire career has been in sales / sales leadership - your chance of survival is next to zero.) The rest of the field organization will suffer no later than 2H'21 - compliments of CEoF. The home office folks (including me) will suffer the same fate in 1H'21 - all new role categories here too and interviews for everyone. I plan on taking the package when it comes, as my role will be gone too.

If you question the validity of the above - read every email / G+ site you can about CEoF, C3PO, HSE, new Lucentis structure (safe unless PDS doesnt make it). All of the puzzle pieces are there - you just need to take a step back and consider all at once. The timeline, well you are just gonna have to trust me (not set in stone but I am close).

I have nothing to gain by sharing this info - I am not a cafepharma troll nor a competitor. I genuinely care about other people and I could not live with myself if I did not share what I knew about the impact these changes will have on people's lives. Hopefully word will spread from here and it will help at least a few folks. This is the only post I will make and I will not check back to answer any questions. I replied here rather than starting a new thread so it wont cause any immediate red flags in SSF.

Even if you ignore the warning above, heed this: This is a "for profit" organization and the folks leading are responsible for delivering results or their @ss is out. People will always do what is in their own best interest professionally when pushed in a corner - I don't blame them I have a family too. To that end, $9B annual revenue will be gone in three years and GNE will not get that back until 2025. Don't delude yourself - massive cuts are coming. No one is safe unless they have "VP" in their title.

You have been warned... I wish you all good luck in "Transformation"
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This is awesome!! This company has been so over staffed for so long! Genentech has never been a sales company....they are a marketing company...period. They follow their Stanford MBA protocol of putting people in positions for 2 years and then moving them to another role over and over. The problem is that they move to the next position before people realize they sucked at the previous role. Then they move people from their marketing rotations to sales roles ahead of qualified candidates. This downsizing should have been done years ago. Oncology is the worst shit show....that “sales force” doesn’t drive sales. They rotate their yearly lunches between their teams to see their docs once or twice a year. Factor in all of the layers in house in the marketing department and all of the TLL, Reimbursement people and you’ve got 75% more people than you need.
Genentech got away with this shit many years ago but times have changed. Their pathetic 5% market share Actemra franchise is a prime example of this company’s complete cluelessness of selling in a competitive market. Lastly, look at the pathetic leadership that was put in place to launch Ocre. Amy VB was a joke!!! She’s a perfect example of one of those people who held a new role every year. The highlight of her career was being a food taster for one of the VP’s!!! And where is she now? Why promoted of course. The model they use during to hire that team poisoned the already shitty culture. Genentech is about ass kissing and cronyism at every level. Well, guess what? Those days are over! Fire up your resumes and set aside your arrogance!
 






anonymous said:
This is awesome!! This company has been so over staffed for so long! Genentech has never been a sales company....they are a marketing company...period. They follow their Stanford MBA protocol of putting people in positions for 2 years and then moving them to another role over and over. The problem is that they move to the next position before people realize they sucked at the previous role. Then they move people from their marketing rotations to sales roles ahead of qualified candidates. This downsizing should have been done years ago. Oncology is the worst shit show....that “sales force” doesn’t drive sales. They rotate their yearly lunches between their teams to see their docs once or twice a year. Factor in all of the layers in house in the marketing department and all of the TLL, Reimbursement people and you’ve got 75% more people than you need.
Genentech got away with this shit many years ago but times have changed. Their pathetic 5% market share Actemra franchise is a prime example of this company’s complete cluelessness of selling in a competitive market. Lastly, look at the pathetic leadership that was put in place to launch Ocre. Amy VB was a joke!!! She’s a perfect example of one of those people who held a new role every year. The highlight of her career was being a food taster for one of the VP’s!!! And where is she now? Why promoted of course. The model they use during to hire that team poisoned the already shitty culture. Genentech is about ass kissing and cronyism at every level. Well, guess what? Those days are over! Fire up your resumes and set aside your arrogance!
Click to expand...

What sound does a resume make when it is fired up?
 


















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