Why are so many board members leaving Shire right now?

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“Reputation consultant”, you got your work cut out ! All consultants of the planet are converging to Shire to help fix it and the more they get paid the more issue they find. You’d think after so many projects Stratton, Sternberg, the immunology idiot and Flemming would have fixed it no?... all consultants know they are the problem but who cut the branch on which they are seating?
 












anonymous said:
how many sr leaders are McKinsey alumni or have paid millions to McKinsey for project work?

This is what happens when McKinsey gains power over great companies
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McKinsey are a cancer and inept at building companies. Valeant, Endo Mallinkrodt and Shire are proof of that. When leaders are so lazy and stupid they need to outsource their thinking, these same leaders are clueless about how to evaluate the crap MCKinsey is selling them. You ever hear MCKinsey coming in and saying “you don’t need us?” Nope - a bunch of self-serving b-school maggots with no experience selling to another bunch of self-serving clueless idiot leaders. A perfect storm at Shire.
 






anonymous said:
McKinsey are a cancer and inept at building companies. Valeant, Endo Mallinkrodt and Shire are proof of that. When leaders are so lazy and stupid they need to outsource their thinking, these same leaders are clueless about how to evaluate the crap MCKinsey is selling them. You ever hear MCKinsey coming in and saying “you don’t need us?” Nope - a bunch of self-serving b-school maggots with no experience selling to another bunch of self-serving clueless idiot leaders. A perfect storm at Shire.
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Valeant CEO Michael Pearson who created disaster was a former McKinsey partner

Endo CEO Rajiv Dasilva who created disaster was a former McKinsey partner

Convicted felon (former Enron CEO) Jeff Skilling who created disaster was a former McKinsey senior partner

Convicted felons (former hedge fund genius' at Galleon Group) Raja Gupta and Rajaratnam both former McKinsey senior partners...turns out their genius was actually illegal insider trading

Mckinsey strategies have been documented as the cause of the bankruptcy of SwissAir, Kmart and General Motors.
 






anonymous said:
Valeant CEO Michael Pearson who created disaster was a former McKinsey partner

Endo CEO Rajiv Dasilva who created disaster was a former McKinsey partner

Convicted felon (former Enron CEO) Jeff Skilling who created disaster was a former McKinsey senior partner

Convicted felons (former hedge fund genius' at Galleon Group) Raja Gupta and Rajaratnam both former McKinsey senior partners...turns out their genius was actually illegal insider trading

Mckinsey strategies have been documented as the cause of the bankruptcy of SwissAir, Kmart and General Motors.
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This is pretty scarey. But after the clown show at the NSM I believe it. Our leaders seem completely clueless And it makes sense they are also suckers and lazy, willing to pay consultants.
 






This news fits what Flemming is known for. They say he completely changes his mind about people from one day to the next, will send someone packing at the blink of an eye and just tends to burn people out.

The Shire Leadership Team (name before Flemming’s Executive Committee) was much more stable.

Per my own count watching this over the years, here are the number of people Flemming has gone through in direct report roles from 2013-2017.
CFO – 4 people
Head of Corporate Development – 3 people
Head of Legal – 2 people
Head of HR – 3 people
Head of Communications – 4 people
Commercial Heads – 8 people (today 2)
RnD head – 3 people
Head of Compliance – 3 people
Head of Manufacturing – 3 people

Count them up and you see that Flemming has had 23 people who reported to him and were either exited by him or quit the company on their own since he took charge. For his direct reports, that is the equivalent of an average annual turnover rate of 58% from 2013-2017.

That is much higher than the turnover rate I remember with Leadership Team when Angus and Matt were in charge. I suppose he knows what is best for this company after all.
 






anonymous said:
McKinsey are a cancer and inept at building companies. Valeant, Endo Mallinkrodt and Shire are proof of that. When leaders are so lazy and stupid they need to outsource their thinking, these same leaders are clueless about how to evaluate the crap MCKinsey is selling them. You ever hear MCKinsey coming in and saying “you don’t need us?” Nope - a bunch of self-serving b-school maggots with no experience selling to another bunch of self-serving clueless idiot leaders. A perfect storm at Shire.
Click to expand...

Shire’s reliance on consultants and inability/refusal to speak up when they know the consultants are steering us in the wrong direction is a cancer in this organization and yet another thing for which Fleming should be held responsible.

There have been countless decisions made that many in the home office know is wrong, but have to execute because we’ve paid millions to these crooks who know nothing about our business. They don’t want to learn about it either because they think they’re all knowing. Then when the plan fails we don’t fire the consultants, we fire the people tasked to carry out their doomed plan.

It’s incomprehensable what is being done to this company by an ego maniacal CEO, complicit board and incompetent consultants who use cookie cutter approach to ruin company after company.
As if leadership wasn’t doing that already.
 






anonymous said:
Shire’s reliance on consultants and inability/refusal to speak up when they know the consultants are steering us in the wrong direction is a cancer in this organization and yet another thing for which Fleming should be held responsible.

There have been countless decisions made that many in the home office know is wrong, but have to execute because we’ve paid millions to these crooks who know nothing about our business. They don’t want to learn about it either because they think they’re all knowing. Then when the plan fails we don’t fire the consultants, we fire the people tasked to carry out their doomed plan.

It’s incomprehensable what is being done to this company by an ego maniacal CEO, complicit board and incompetent consultants who use cookie cutter approach to ruin company after company.
As if leadership wasn’t doing that already.
Click to expand...

Wow. That was actually very well said
 












anonymous said:
Shire’s reliance on consultants and inability/refusal to speak up when they know the consultants are steering us in the wrong direction is a cancer in this organization and yet another thing for which Fleming should be held responsible.

There have been countless decisions made that many in the home office know is wrong, but have to execute because we’ve paid millions to these crooks who know nothing about our business. They don’t want to learn about it either because they think they’re all knowing. Then when the plan fails we don’t fire the consultants, we fire the people tasked to carry out their doomed plan.

It’s incomprehensable what is being done to this company by an ego maniacal CEO, complicit board and incompetent consultants who use cookie cutter approach to ruin company after company.
As if leadership wasn’t doing that already.
Click to expand...
 






anonymous said:
This news fits what Flemming is known for. They say he completely changes his mind about people from one day to the next, will send someone packing at the blink of an eye and just tends to burn people out.

The Shire Leadership Team (name before Flemming’s Executive Committee) was much more stable.

Per my own count watching this over the years, here are the number of people Flemming has gone through in direct report roles from 2013-2017.
CFO – 4 people
Head of Corporate Development – 3 people
Head of Legal – 2 people
Head of HR – 3 people
Head of Communications – 4 people
Commercial Heads – 8 people (today 2)
RnD head – 3 people
Head of Compliance – 3 people
Head of Manufacturing – 3 people

Count them up and you see that Flemming has had 23 people who reported to him and were either exited by him or quit the company on their own since he took charge. For his direct reports, that is the equivalent of an average annual turnover rate of 58% from 2013-2017.

That is much higher than the turnover rate I remember with Leadership Team when Angus and Matt were in charge. I suppose he knows what is best for this company after all.
Click to expand...
Who are the 2 commercial heads let go today?
 






anonymous said:
This news fits what Flemming is known for. They say he completely changes his mind about people from one day to the next, will send someone packing at the blink of an eye and just tends to burn people out.

The Shire Leadership Team (name before Flemming’s Executive Committee) was much more stable.

Per my own count watching this over the years, here are the number of people Flemming has gone through in direct report roles from 2013-2017.
CFO – 4 people
Head of Corporate Development – 3 people
Head of Legal – 2 people
Head of HR – 3 people
Head of Communications – 4 people
Commercial Heads – 8 people (today 2)
RnD head – 3 people
Head of Compliance – 3 people
Head of Manufacturing – 3 people

Count them up and you see that Flemming has had 23 people who reported to him and were either exited by him or quit the company on their own since he took charge. For his direct reports, that is the equivalent of an average annual turnover rate of 58% from 2013-2017.

That is much higher than the turnover rate I remember with Leadership Team when Angus and Matt were in charge. I suppose he knows what is best for this company after all.
Click to expand...

The exodus of talent beginning with Flemming’s arrival has been historic. May of these people have gone on to do far better than at Shire, so that’s a good indicator of how poor Flemming’s abilty to maintain talent is. And of course Flemming’s drive to the bottom and mindless reliance on consultants has hurt our reputation. Shire is no longer a place that recruiters view as a source of good talent. That is hurting our futures even more than the underperforming stock.
 












anonymous said:
Shire’s reliance on consultants and inability/refusal to speak up when they know the consultants are steering us in the wrong direction is a cancer in this organization and yet another thing for which Fleming should be held responsible.

There have been countless decisions made that many in the home office know is wrong, but have to execute because we’ve paid millions to these crooks who know nothing about our business. They don’t want to learn about it either because they think they’re all knowing. Then when the plan fails we don’t fire the consultants, we fire the people tasked to carry out their doomed plan.

It’s incomprehensable what is being done to this company by an ego maniacal CEO, complicit board and incompetent consultants who use cookie cutter approach to ruin company after company.
As if leadership wasn’t doing that already.
Click to expand...

Are the consultants incompetent or just coming up with the cheapest - not the smartest - way to do business per FO?
 












anonymous said:
There are only 2 left today, PS and KS

The 8 is not counting all the great Baxalta, NPS and Viropharma commercial leaders who also were chased off. Many great commercial leaders gone.
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The common denominator is first Perry and then Fleming. It's apparent the two are a package deal. If flem left the next CEO would certainly see perry as a liability and fire him. Get rid of perry and the person replacing him (if they knew what they were doing) would outline all the issues preventing the field force from excelling.
Apparently the board would rather stick its heads in the sand and continue to lose billions of dollars rather than let at least one of them go.
 






anonymous said:
The common denominator is first Perry and then Fleming. It's apparent the two are a package deal. If flem left the next CEO would certainly see perry as a liability and fire him. Get rid of perry and the person replacing him (if they knew what they were doing) would outline all the issues preventing the field force from excelling.
Apparently the board would rather stick its heads in the sand and continue to lose billions of dollars rather than let at least one of them go.
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Perry, the insecure, stammering, milque-toast who ran off every VP he had when he first got here. So happy to see his company failing.

Sorry Shire field force, but you should have made a move years ago once this turd was shitted on you. Or at least after you figured out he couldn't even pronounce your products correctly.
 






Late 1990s = Flemming and Perry go way back, having both worked at Merck and then Novartis
Early 2000s = Perry got his first big promotion (head of sales optha) at Novartis under Flemming.
2008 = Perry got his next big promotion (vp sales and marketing usa) following Flemming to B&L
2010 = Just before Flemming left B&L, he gave Perry his next big promotion (vp and general manager usa and canada)
2013 = Perry got his next big promotion (svp neuroscience) when he followed Flemming over to Shire
2016 = Perry got his last promotion (evp and usa commercial head) once Flemming grew the business large enough through acquisition

These two know each other and go way back. Perry has literally built his career in Flemming's shadow. It is really, really impressive. I think he knows him better than anyone else in the entire company, and maybe even better than Flemming's second wife!
 






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