Perhaps we should always bear in mind the need to periodically reinvigorate and reshape our careers.
Apologies to Paul Simon, but there must be 50 ways to leave your employer.
In our struggle with the bean counters and the stockbrokers, can't we make patient needs a priority, too?
Finally, a Congress and president who see pharma as a resource and not a villain, Flaum writes.
In short, CEOs can't be afraid to walk away from their most profitable line if another approach may lead to improved long-term outcomes.
I'm not suggesting that colleges become vocational schools. But don't you think they should also help young people prepare for the life they're going to be living?
Now here comes the big question. Will the shareholders and directors of KaloBios and Allergan reward or punish their CEOs for what some may see as revenue-capping concessions?
You can see it everywhere: on TV and in newspapers and ads. The decades of struggle against cancer are paying off.
Until now, your superiors have promoted you. Now it's your responsibility to show why you belong.
Why would any CEO tolerate a corporate culture that holds people back?
When pharmaceutical companies are needed, we're Jonas Salks; when we ask to be paid, we're Martin Shkrelis.
The regulator's reliance on double-blind, placebo-controlled trials with exhaustive inclusion and exclusion criteria is incompatible with today's precision medicine.
If we don't clean up our act and do something about predatory pricing scandals, we'll wind up with Washington bureaucrats telling us what we can charge for our products.
If we were going to be one of a kind, we needed a staff that understood and had lived through what our clients were facing.
Apparently, Dr. Ezekiel Emanuel loves to open his window and shout "fire!"
That 700% price hike created an issue that threatens years of pharma progress
Before you fire up your outrage and vent your spleen, take a long look inside your parents' (or your own) medicine chest
In Jack Welch's view, one of the worst mistakes a manager can make is . . .
A textbook example of a firm doing the right thing in a crisis: J&J's decisive crisis management saved a brand
Robbing pharma to pay Senator Pothole will not encourage innovation
Your move? Lean in and make eye contact. Show that you care
Being in charge does not mean that you need to make every decision
At any well-run business meeting, a smartphone is not only disruptive but also signals that its user is less than fully engaged with the business at hand
Once we venerated doctors. Now we question every dollar they make
Is there anything that pharma can do to make doctors' lives easier?
Any time a firm needs to save money, high-salaried executives are targets
It may be time to adopt a model in which we help deliver healthcare
When you have a successful brand, you tamper with it at your peril
What do you call the people who treat medical breakthroughs as if they were bank heists? Malicious? Uninformed? Not with it?
We identify not with just the product, but with what it represents
A general consensus is that a "shake-up" of some kind is coming
There's no cure. But the good news is that prophylaxis is possible.
It's time to make healthcare data Big, and for patients' sake, sexy
Success cures fear, and success is born out of focus and hard work
There is room for growth, loyalty and long-term partnering
As healthcare marketers and their agencies develop ever more digital customer solutions like mobile medical apps, it may be time to take a fresh look at these offerings
Why agencies must get out of the strategy business.
Digital DNA is an inevitability, as we cannot forever resist this societal tide
Contextual awareness can mobilize patients' relationships to a brand
In times of crisis, there is no sleep for the weary—or the accused
The octane of the idea determines how well a digital tactic performs
FDA cannot rely solely on the label or the current standard for drug approvals
Apple picked up on what customers truly wanted, a more holistic experience
A scientific approach to marketing could yield efficiencies at every stage
The phrase "perfect storm" powerfully describes the colliding forces in healthcare
The question is not whether you should do it, but how to do it successfully
Mechanics may have been instrumental in determining the outcome of the election
"Big data" has radically enhanced the opportunities for industry to help patients
Project timelines that were once measured in months are now compressed into days
As with "one-size-fits-all" marketing, the "content-only-driven" strategy is outdated
For pharma to truly unlock the power of the iPad, we need to evolve the way we look at it
Military communication has an urgency that you can't match in the business world
Improved patient outcomes must be a stated, and measured, goal of all players in the pharma industry
Agencies can embrace the need to change—or sit back and watch their value melt away
The desire to reduce the cost of delivering care has led to redefining 'point of care'
Harnessing the power of digital and social media to maximize the doctor/patient relationship
Whether or not Obamacare survives in court, the cost-control squeeze is going to intensify
A tidal wave of information is on the horizon. Processing, analyzing and drawing accurate conclusions from that information is healthcare's next major challenge.
Pharmaceutical companies have not moved nearly fast enough to keep up with their customers' digital preferences
More than enough has been written how change is affecting our industry today. Instead, let's look at what hasn't changed and why the things that have not changed remain important.
A lot of ink has been spilt on the decline of the blockbuster and the search for a new specialty-product commercial model. But less attention has been paid to how that changes marketing strategy.
While doctors and nurses remain the first choice for most people with health concerns, the internet is making a significant impact on patients' healthcare decisions.
Many individuals outside the pharma industry have a maniacal vision of our senior executives.
It will take some time before we begin to see top-line results from the 2010 US Census. However, it's a pretty safe prediction that the new census will show us that we are at or near the point where more than one out of every three of the more than 300 million Americans did not designate themselves as white.
On Feb. 28, more than 30 countries across the world observed Rare Disease Day.
For generations, success in pharma could be virtually guaranteed by the three Ms: Put your best minds on discovering new treatments, invest enough money in development and commercialization and support the resulting brands with enough marketing, and you were golden.
Innovations in healthcare seem to be popping up in new places all the time, including the Consumer Electronics Show (CES) in January.
It dawned on me at the New Year, that it was some 20 years ago that the Coalition for Healthcare Communication came into being.
A brand is more than just a symbol, slogan or trade name. It transcends logos and visual identities. Brands establish identity, provide differentiation and, most importantly, drive economic value.
As our nation continues to debate how the healthcare system should be fixed, little attention has been paid to the need to better incorporate multiculturalism in the provision of medical care.
Advocacy organizations serve as primary drivers of opinion and knowledge with patients, media and policy makers.
In the 1990s, brand-based DTC advertising was a big breakthrough innovation in pharmaceutical marketing.
The number of pharma sales reps who wait for doctors and never see them is quickly growing.
Call it the Gray Tsunami, the Silver Tsunami or just plain Baby Boomers getting old. The first of more than 77 million Baby Boomers entering Medicare next year will lead to more changes in our ever-evolving healthcare system.
The biggest piece of social legislation since Medicare has passed. The sweeping healthcare reform bill will touch the lives of all Americans, and even more so for the 34 million who will now have health insurance.
Anyone who is involved with the biopharmaceutical industry and who is even half-awake knows how difficult it is for companies to navigate today's increasingly hostile legal and regulatory enforcement landscape.
Many people regard pharmaceutical firms as a necessary evil—they deliver life-saving products but are also to blame for rising healthcare costs. With the industry facing subsequent and serious image problems, strong leadership matters more than ever.
Innovative chemical compounds have improved the quality and longevity of the lives of many Americans. Many diseases that were once a death sentence are now treatable.
Call it the law of unintended consequences or the perfect storm or a bad hair day or any other cliché you can think of, but as 2009 came to a close we once again faced a cluster of bad news for the pharma industry.
The pharma industry looks to the next decade with trepidation. Growth in many sectors is flat. Generic expiries loom. Trust in the industry is at rock bottom.
American consumers are used to warranties. If you buy a TV set and it stops working within a specified time, you can ask for a replacement or to have it fixed.
I'm old enough to remember a time when everybody in pharma suddenly had to have a website for their brand—not for any strategic reason, but because it was the thing to do.
Mr. Ross, when you headed KPR Informedia, did you submit articles to medical journals that were ghostwritten?
In its August 2009 blizzard of compliance correspondence, DDMAC used some of the harshest language in recent Warning Letter memory to send what can only be interpreted as a message that its patience is wearing thin.
Pharma and biotech companies are competing to have enough vaccine on hand for the next swine flu (H1N1) outbreak. They missed the one last winter and spring, and their response has uniformly been: We'll be ready next time.
At a recent conference, I told two perplexed-looking FDA attendees that I thought pharma has a distinct advantage with social media, because we're used to marketing with boundaries, and social-media rules and FDA guidelines are actually quite similar.
What the FDA euphemistically calls "guidances" are usually received by industry with something less than cheers. Despite the name, the guidances are often perceived as directives to be ignored at your peril.
My friend and former colleague, the late Steve Gross, was having dinner one night with the head of rheumatology from a major teaching hospital. The doctor asked Steve if he knew the "Five Rules for Success."
Again and again you see the statement that information technology will not only avoid medication errors but stop (or even reverse) the upward trend of healthcare costs.
In these troubled times, it is important to remember that some things are within your control, while others are not. Troughs in the economic cycle provide an opportunity to assess where you are, decide where you want to be and develop a plan for getting there.
As of the first of the year the Pharmaceutical Research and Manufacturers of America (PhRMA code) forbade the distribution of such goodies as pens or mugs with product logos.
I remember the pleasure I took in watching my children learn to climb stairs.
By the time you read this, most of the holiday parties will be a distant memory. The champagne is gone, the confetti swept up and the sugar plums have turned into prunes.
No, not that kind of rehab. On October 4 I had a stroke.
Disclosure: My father and mother were both physicians so I obviously have a pro-doctor bias.
Recently I had the distinct honor of delivering the keynote address for the Doctors' Choice Awards, an event sponsored by the Association of Medical Media.
Today, we kneel to the Internet and the opportunities it has made possible.