Time to deliver on new product development projects

Anonymous

Guest
The transition/transformation is over. Any complaints about management has been recorded and any managers that needed to be replaced were replaced.

All that is left is for the current employees to create value for the company. Mass hiring is no longer possible. Mass layoffs are unlikely.

To maximize the current workforce to return value for the company everyone's job description and daily activities need to be scrutinized. Any activities that do not align with returning maximum value for the company need to be eliminated.

Current development products are of maximum priority for this company and delivering the new products within the required timelines is of critical importance for our success. Therefore, making sure everyone's job descriptions, goals and objectives and daily activities are aligned with the completion of these development goals is needed.

|n R&D there are a lot of activites that are not focused on getting the development projects completed on time. In reality, meetings, side projects, conferences, unnecessary travel, work on projects that have nothing to do with meeting the timelines of priority development projects, unending method development activities, SOP development, and unnecessary research all detract from our needed goal of finishing the development projects on time meeting the required design goals. In total, I would estimate that only 40% of R&D activity is spent on completing the development projects within the required timelines.

R&D does not lack talent. R&D has some of the best people who are motivated to produce new products for our company. We just need to get this talent focused on the right activities. How do we do this. Getting more people on the development projects would be a start. Getting more peoples goals and objectives tied to development timelines would be another. Making sure all of the functional managers have their goals tied to meeting development dates would also help. Checking the actual activites that people are working on (not what they say they are working on) and make sure the activities aliign with R&D priorites would be another.

We are in a critical time for our company and we have to achieve our goals for meeting the timelines for our pipeline of development projects. We have a great work force of talented and motivated employees. If we could just focus this talent and energy and change from 40% of R&D activities working to achieve development timelines to 90 to 95% we should be able to launch some great new products soon.
 






I have no faith in R&D because I've never met the people that work there, never seen where they work, and don't know anything about their goals. We're always fed a line from PS or get some memo about the progress going on but it's like the Nazi's...they will only tell you what they want you to believe. There could not even be an R&D for all that we know.
 






If they really looked at why timelines slip it is because "never has so few been responsible for supporting so many". One person usually is overwhelmed with trying to get the work done before the due date while ten of her colleagues watch with no responsibility to it at all.

Then if a project actually gets through those same ten colleagues will find a way to say that they helped out and discuss how they were major contributors to the project.

This is a real problem for the morale of the people that actually work on the projects. We need more people to really work on the projects and when the projects succeed only reward those people that actually were major contributors of the project.
 






It is hard to deliver when you know there are so many slackers that try to do as little as possible but try to get as much credit as possible for what is going on in the projects.
 












you're not delivering anything.

Pharma division is dead. If the division isn't sold, the pending off label lawsuit is going to severely cripple the division, Lotemax going generic will kill the division, continued loss of market share of LE and Besi to Alcon is a killer. It just doesn't end. You're spanked on multiple levels.
 






you're not delivering anything.

Pharma division is dead. If the division isn't sold, the pending off label lawsuit is going to severely cripple the division, Lotemax going generic will kill the division, continued loss of market share of LE and Besi to Alcon is a killer. It just doesn't end. You're spanked on multiple levels.

"Lotemax is protected by patents that prohibit a generic version of the drug from being manufactured. However, the first patent is set to expire in March 2012, which is the earliest predictable date that a generic Lotemax may be available."


In April of 2011 there was an NDA filed for different dosage of Lotemax...looks like the old dying try of a product extension before your product is officially generic. Same play as Tobradex going to Tobradex ST. Good luck- pharma division is going to need it!

http://www.drugpatentwatch.com/ultimate/preview/tradename/index.php?query=LOTEMAX
 






U.S. Patent: 4,996,335
Description: LOTEMAX and ALREX
Original Applicaiton: 09-Mar-98
Submission for Patent Extension: 26-Feb-08
Extension granted for: 1,473 days
1st Patent Expiration (out of 4): 09-Mar-12

Screwed: Yes!
Need buyer? Immediately
Outlook: Not good
 






you're not delivering anything.

Pharma division is dead. If the division isn't sold, the pending off label lawsuit is going to severely cripple the division, Lotemax going generic will kill the division, continued loss of market share of LE and Besi to Alcon is a killer. It just doesn't end. You're spanked on multiple levels.

We just need focus and a commitment to timelines. Part of focus is making sure every person possible is utilized 100% to achieving the priority goals.

This might take some HR work in order to change peoples job descriptions and goals and objectives so that they are focused on achieving the development goals of the projects.

If achieving the priority goals of the company are emphasized in a reorganization of R&D the efficiency of getting new products through the development stages without any timeline hiccups will improve dramatically.
 






you're not delivering anything.

Pharma division is dead. If the division isn't sold, the pending off label lawsuit is going to severely cripple the division, Lotemax going generic will kill the division, continued loss of market share of LE and Besi to Alcon is a killer. It just doesn't end. You're spanked on multiple levels.

To Alcon? Docs aren't buying the moxeza BS in my territory
 












To Alcon? Docs aren't buying the moxeza BS in my territory

Continue to lose LE share to generic pred and the other branded steroids. That's pathetic. And it's about to get much much worse. They just put a major move to convert hi volume LE accounts and you don't stand a chance.

whatever is going on in your territory, I can guarantee you don't move enough besi to even be a blip on any other companies radar. Besi is a joke. Never had any real market share. Never will. Even if you get a super hi volume doc to prescribe besi 100% of the time only 30% of your scripts will get filled. Rest get switched for generics. How do I know. I've done it. Then that super hi volume doc is suddenly no longer an A target. B&L and their stupid metrics.
 






Metrics are for children. Professional organizations that treat their professionals like professionals succeed whereas organizations like B&L that use (HR, psychology experiments, lab rat cheese studies) or the equivalent (metrics) to achieve goals are doomed to failure.

Just tell the reps to make more money off sales and give them a percent of the cut. You do not need an advanced degree in behavioral psychology to figure that out.
 






Metrics are for children. Professional organizations that treat their professionals like professionals succeed whereas organizations like B&L that use (HR, psychology experiments, lab rat cheese studies) or the equivalent (metrics) to achieve goals are doomed to failure.

Just tell the reps to make more money off sales and give them a percent of the cut. You do not need an advanced degree in behavioral psychology to figure that out.

Metrics suck. Lets change the culture of this company and get rid of them.