Pharmaceutical Executive Digest Europe - January 14, 2009 - (Page 8) Executive Profile from managing 3000 to 12000 people in one leap involves putting a lot more faith in delegation. “It’s important to give managers the freedom to run the business. You could say that, inevitably, you have to be a little bit less involved in the details.” Björklund has always taken pride, however, in allowing Nycomed employees to take as much responsibility as they can. “I strongly believe that part of our success has been our culture of giving people the freedom to do what they’re supposed to do, the responsibility to take their own decisions, wherever they are in the organisation,” he says. “And if you can motivate people this way, they become more enthusiastic, more efficient. If we have 12000 people in the company and we get them so motivated that they are 10% more efficient — and that doesn’t mean they spend 10% more time at work — then we have effectively added 1200 people to the company at no extra cost. And they will be happy people!” After ten years at the helm of one company — a pretty good innings in anyone’s book, whatever the industry — there is also the question of how Björklund keeps himself motivated. “What really excites me is getting new products on to the market,” he says. “I have a great interest in both the R&D and the sales sides. I also find the emerging markets very exciting.” Indeed, in 2007, the company saw its strongest sales growth (20.9%) in Russia and the Commonwealth of Independent States (CIS), with good progress also made in Latin America, Canada and Australia, (territories whose doors were opened by the Altana acquisition). Expansion in Asia is now on the cards, too. “We’re living in interesting times, but even before this the pharma market was changing.” But it seems to be as much the looming uncertainty of pharma’s (and the global economy’s) future as the day-today challenges of drug development and marketing that continues to fuel Björklund’s passion for his work. “We’re living in interesting times, but even before this it was clear that the pharma market was changing,” he says. “It’s pretty exciting to be a part of that.” 9 Q&A Singapore Economic Development Board 11 STRATEGY FUNDAMENTALS Overcoming institutional theory jargon 13 CALENDAR The next few weeks’ pharma events 2 NEWS Major award for European healthcare agency
Table of Contents Feed for the Digital Edition of Pharmaceutical Executive Digest Europe - January 14, 2009 Pharmaceutical Executive Digest Europe - January 14, 2009 Contents News Brussels Report From the Editor Executive Profile Q&A Strategy Fundamentals Calendar Pharmaceutical Executive Digest Europe - January 14, 2009 Pharmaceutical Executive Digest Europe - January 14, 2009 - Contents (Page 1) Pharmaceutical Executive Digest Europe - January 14, 2009 - News (Page 2) Pharmaceutical Executive Digest Europe - January 14, 2009 - News (Page 3) Pharmaceutical Executive Digest Europe - January 14, 2009 - Brussels Report (Page 4) Pharmaceutical Executive Digest Europe - January 14, 2009 - From the Editor (Page 5) Pharmaceutical Executive Digest Europe - January 14, 2009 - Executive Profile (Page 6) Pharmaceutical Executive Digest Europe - January 14, 2009 - Executive Profile (Page 7) Pharmaceutical Executive Digest Europe - January 14, 2009 - Executive Profile (Page 8) Pharmaceutical Executive Digest Europe - January 14, 2009 - Q&A (Page 9) Pharmaceutical Executive Digest Europe - January 14, 2009 - Q&A (Page 10) Pharmaceutical Executive Digest Europe - January 14, 2009 - Strategy Fundamentals (Page 11) Pharmaceutical Executive Digest Europe - January 14, 2009 - Strategy Fundamentals (Page 12) Pharmaceutical Executive Digest Europe - January 14, 2009 - Calendar (Page 13)
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