How to Excel in Industry What to Expect and What Is Expected of You.

Présentation au sujet: "How to Excel in Industry What to Expect and What Is Expected of You."— Transcription de la présentation:

1 How to Excel in Industry What to Expect and What Is Expected of You

2 How to Excel in Industry What to Expect?

3 Olivier Bohuon, Born 3 January 1959 Docteur en pharmacie, MBA de HEC

4 « Si je relisais ma thèse aujourd'hui, je la trouverais pathétique. » Olivier Bohuon ne se souvient plus dans le détail de ce qu'il écrivait en 1982 au sujet des outils marketing de l'industrie pharmaceutique aux Etats-Unis, mais il est sûr d'une chose : c'est complètement dépassé ! Il faut dire que lesdits outils se sont beaucoup sophistiqués en un quart de siècle. L'ambitieux docteur en pharmacie est bien placé pour le savoir, lui qui, sitôt diplômé de l'Institut supérieur des affaires, s'est empressé de passer de la théorie à la pratique. Et qui a œuvré dans pas mal de laboratoires et de pays différents avant de prendre, à quarante-sept ans, les rênes de la division pharmaceutique du groupe américain Abbott. YANN VERDO - Les Echos | Le 18/05/2006 http://www.lesechos.fr/18/05/2006/LesEchos/19669-075-ECH_olivier-bohuon.htm#ZYyo8Z7M6iAP00VB.99 http://www.lesechos.fr/18/05/2006/LesEchos/19669-075-ECH_olivier-bohuon.htm#ZYyo8Z7M6iAP00VB.99

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6 - Roussel-Uclaf, Marketing and Sales Director Near and Middle East in Riyadh, Saudi Arabia. - 1991 to 1995. Glaxo France Marketing Director and Operations Director - 1995 to 2001. Chief Executive Officer and President of SmithKline Beecham Laboratories - 2001 to 2003. Senior Vice President and Director of European Commercial Operations at GlaxoSmithKline Olivier Bohuon,

7 - 2003 to 2006 Senior Vice President and Vice President for Europe Operations of Abbott International. - 2006 to 2008 Senior Vice President of International Operations at Abbott Laboratories. - 2008 to 2009 Senior Vice President of International Pharmaceuticals at Abbott Laboratories. - 2009 to July 2010 Executive Vice President of Pharmaceutical Products at Abbott Laboratories and President of pharmaceutical division.

8 2 Juillet 2010

9 « Olivier Bohuon, arrivé en Septembre, aura tenu encore moins longtemps que son prédécesseur. La mainmise de Pierre Fabre, 85 ans, sur le groupe, rend sa succession problématique. » 27 Janvier 2011 Pierre Fabre limoge à nouveau son directeur général

10 Olivier Bohuon, 52 ans, qui vient de quitter la direction générale de Pierre Fabre, va prendre la direction de Smith & Nephew, le plus grand fabricant européen de prothèses d’épaule et du genou. Ce changement à la tête de la société intervient à un moment les investisseurs spéculent sur la possibilité d’une fusion ou d’un rachat. 10 février 2011 Olivier Bohuon nommé directeur général de Smith & Nephew Revenue, $4,617 million (2014)

11 Outre Bohuon, d'autres noms circulent actuellement: Christophe Weber (Takeda), Eric Cornut (Novartis), Olivier Brandicourt (Bayer) Pascal Soriot (AstraZeneca) 24 Septembre 2014

12 http://www.efpia.eu/facts-figures

13 http://en.sanofi.com/Images/38473_Sanofi_20-F_2014.pdf

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15 How to Excel in Industry What Is Expected of You?

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17 Most employees work in a team environment, so the ability to develop rapport and get along with other people is essential. This includes being aware of other people's feelings, being attentive to the temperament of others, and having a positive, can-do attitude. Interpersonal skills

18 For most positions, excellent written and verbal communication skills are essential. The team environment of industry requires that you be explicit, objective, and understandable. This requires being able to speak up at meetings, effectively state your opinions, and logically defend arguments without offending others Communication skills

19 Most companies operate in a multidisciplinary and matrixed environment, in which coworkers depend on each other and work as a team Being a team player.

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21 For managerial positions, it is important to learn how to manage others in order to promote smoothly running, effective teams. Most people in management positions will eventually encounter difficult situations that call for tactful diplomacy. Diplomacy/influencing skills.

22 Because of the fast-paced nature of the biotechnology industry, just about every job requires the ability to work on multiple projects and perform several functions. The ability to multitask and work productively in a fast-paced environment

23 Being adaptable and flexible Almost nothing is permanent in industry. Projects begin and end, managers come and go, and companies change their priorities. It's a dynamic work environment, and it requires the ability to quickly adapt to new situations. It is important to be flexible and able to consider alternative possibilities and objectively evaluate and accept other people's viewpoints.

24 The ability to think strategically. Every career benefits from the ability to think ahead when planning. To make the best choices, you need to understand complex scenarios and anticipate consequences.

25 Creative problem-solving skills. Obstacles are expected in biotechnology and drug development, so it is helpful if you are a quick thinker who can efficiently evaluate and respond to difficult situations. During such times, it is important to remain focused on solutions instead of problems.

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27 Being able to see "the forest through the trees." It is important to keep the big picture in mind while also recognizing that excellent performance often requires paying attention to the smallest of details. While working on projects, it is beneficial to keep in mind the company's goals, the patent landscape, the competition, the company's financial situation, and a host of other factors.

28 Being analytical It is to your advantage if you can solve problems by pulling concepts apart and logically reassembling them.

29 The ability to understand the customer's point of view. There is a customer in every job : even if you are working at the bench, your boss, your peers, or the person down the line from you in product development can be considered customers. It is important to be able to objectively view processes and products from the customer's perspective and to be empathetic with their needs. A consistent theme in these careers, particularly for service functions, is that "happy clients" are the epitome of success.

30 WHAT ARE “GOOD INTERPERSONAL SKILLS” ? “people enjoy working with people who enjoy working” “It is not merely WHAT you do but HOW you do it that often matters most”

31 having a positive, “can-do attitude” Obstacles are not seen as sources for complaint but are challenges to be enthusiastically overcome. Having a keen sense of humor is a definite plus. Having a consistently positive attitude

32 This includes sincerely caring about coworkers and being credible, responsive and effective. Also mentioned were being empathetic, listening carefully to other people’s problems, and offering helpful suggestions; understanding and accepting other people's different viewpoints, being perceptive in analyzing other people's emotions, and being able to fulfill promises. The ability to build rapport and engender trust

33 Communicating well with others. Communication skills involve communicating clearly and succinctly; being able to speak openly in a nonconfrontational manner being able to work smoothly with people who have different personality types and different backgrounds.

34 WHAT DOES IT MEAN TO BE A "TEAM PLAYER?“ A team-player attitude is important when working in a matrixed environment with coworkers from multiple disciplines. Performance evaluations often rate an employee's ability to project a team player mentality.

35 Most projects in this industry are far too extensive and complicated to be accomplished by a single person; they require the efforts of many people working together. As a team player, it is important to recognize that you are a part of something much larger than yourself. Your colleagues should be able to rely on you to perform high-quality work that promotes the success of the entire program. Recognizing that the primary goal is the success of the team

36 What you say and do affects other people's feelings and productivity. Being a team player includes being genuine and considerate when you interact with colleagues, being able to negotiate and compromise, and being able to recognize and take responsibility for difficult problems. Interacting well with coworkers.

37 It is important not only to be productive, but also to share your knowledge. For the overall good of the team and the project, you may need to be willing to let go your own desire for credit and accolades. A willingness to share knowledge.

38 For the overall benefit of the program and team, you may need to take the initiative and delve into difficult problems even if they are not your direct responsibility Taking initiative

39 Valued team members are active participants in meetings. They listen, understand, ask questions, and try to contribute to discussions. They tend to understand what the team is doing and how its work fits into bigger projects, and they recognize other people's contributions Active participation in team meetings.

40 Every team undergoes a series of defined stages which ultimately lead to a functioning group. It is important to be aware that these dynamics take place and to recognize that a certain amount of conflict is vital for the development of a high-performing team. Understanding the dynamics of team development

41 La Shadokkaravelle fendait l'espace sous le commandement de principe du Marin shadok Personne en fait ne regardait où on allait. Mais il disait que dans la Marine, c'était l'usage, et qu'il est beaucoup plus intéressant de regarder où l'on ne va pas pour la bonne raison que, là où l'on va, il sera toujours temps d'y regarder quand on y sera.

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