Not much real happening. Most activities come from speculative investors spreading rumors and moving stock price.
The positive news are followed by negative and the cycle repeats. Inside the company the new management does not displace the old quickly enough. No reason for this since the production is stagnant and new products are not coming and the old management is of low value. New management gave up on company to be MA candidate since it is not possible at current finances. Management may engineer a next layoff to move MA ahead. Those with higher salaries and long history with company will be targeted. Question how many of old management will go? There are some candidates already on the list. Buckle up. Investors will be happy.
Layoff at AI and digital dept. They supposed to be a driver of progress not a failure. This shows that the AI and digital transformation are challenging projects and need attention and patience.
Layoff at AI and digital dept. They supposed to be a driver of progress not a failure. This show that the AI and digital transformation are challenging projects and need attention and patience.
Unstable - it shows in stock volatility.
Not good long term employment prospects. Business model is to be opportunistic pathogen. This is different than most large pharma companies that play roles of hidden benign or symbiotic pathogens to pacify patients. But the pathogens are still pathogens living on the society unfairly.
Gilead sticks to DEI, thinking it is immune to competition who can run business more efficiently after dropping DEI. This is a typical pharma arrogance syndrome, with business not run efficiently, under excuse of specific nature of healthcare. The cost is passed on patients, healthcare system and overall on all premium and tax payers, pharma being one of the leaches. Time to have more DOGE-like bodies to reform the whole system. Sounds impossible? Would result in 20-30% reduction of employment and deportations.
3 semaglutide products account for around 70% of Novo Nordisk sales. This makes the company vulnerable, and considering dominant economic position of the company in Danish national economy, it brings a serious risk for the country. Yet the company continues to do sleepwalking dragging the happiest nation into a hole, particularly that peptide patents are not difficult to overcome. Counting on lousy competitors may not be the best strategy at all.
Cannot put sound strategy together.
Even with competitors exposed, so vulnerable. Taking token initiatives described as assets to bring advanced research and discoveries, but hollow, Open book to competitors. Mismanagement of inner and outer talent and entrenchment of parochial interests.
Amgen works like a training ground to certain foreign individuals. Their own people who are already in hire them and since they are incapable they may be pushed out after some stay, but be able to use Amgen name to obtain a position in a smaller company. Many such examples exist. The industry penetration scheme.
Novo Nordisk internal consultants are combined into a small department and they often come from McKinsey, eg. are McKinsey dropouts. Company keeps them in high regards due to the reputation of that consulting company. Currently they try to dazzle coworkers at Novo by producing generalized reports with impressive McKinsey vocabulary, but using various AI bots and putting minimum effort into this work. Not much of value, though.
Internal consultants at Lilly are not up to the task. They are often moved from the positions of responsibility to consultancy due to mediocre performance. Their advice is of low value. Could be interesting how this compares to similar internal consulting positions performance in other companies, like at Novo.
Gilead should stop tinkering with DEI and bring on board capable people with deep and diversified experience, forming more posts like Internal Advisors or Internal Consultants.
Some companies do this.
As many know and some experienced personally Amgen has a continuous improvement policy, but unfortunately it also involves personnel replacement. This is not necessarily "dead wood" cleaning, but a matter of policy. This brings mistrust, fear, uncertainty and volatility. Not to mention negative internal networking. Has additional effects like that some good people leave, and others avoid to join Amgen.
Kite got another executive from Amgen. This happened before. Some say this is due to geographical proximity, others that it is due to Amgen personnel rotation, and others that because Kite is in a perpetual systemic trouble.
May be all of this and may be some parties getting desperate. To us the most worrying is that Kite is in trouble.
We watch in dismay how the company conducts acquisitions and collaborations. Throwing money into unworthy partners.
It tells there are no M&A skills in organization, no good know how in-house to evaluate technical and scientific value combined with some lack of local skills. Too many general managers, not enough technology managers. But hey, the markets are booming and competitors are even worse.
