Pharmaceutical Executive Europe - March 2008 - (Page 15)

Pharmaceutical Executive Europe March 2008 Executive Search International 15 The New World Order The emerging markets are becoming more and more significant in their supply of and demand for senior pharma talent. But does this this mean the old power bases are shifting? A ny major pharmaceutical company worth its salt has already established, or is in the process of establishing, operations of some kind in Central and Eastern Europe (CEE) and the Asia Pacific region. So, should the ambitious executive be following suit, making himself available to these markets? Or should he be worried that a new generation of Eastern European and Asian VPs and directors could threaten his comfortable position in the west? Central and Eastern Europe In truth, in Europe, there isn’t much danger of an influx of hungrier, cheaper C-suite executives flooding the market. The power bases of UK, Germany, Switzerland and France remain largely unchanged in terms of the mobility of the most senior industry players. Europe is very commutable, and the average CEO will think nothing of jetting from one end to the other on a regular basis. As far as CEE is concerned, companies will continues to establish and run regional office there, but, as Adam Marsh of Hays Pharma says, “there’s a massive difference between the managing director of local office and the head of a European headquarters.” The search for senior operations staff CEE, though, is focusing more on more on local talent. Adam continues: “Lots of the big CROs are just establishing offices further and further east — in Croatia, Serbia, countries likes that — and so we’re looking there for country managers, clinical directors, heads of operations, footprint positions.” There’s still a huge disparity, of course, in terms of salary levels when comparing CEE to the west, and other challenges still have to be overcome. “Finding someone with the right experience to fulfil the role of country manager in, say, Romania and Bulgaria, is still a hurdle,” adds Adam. “That’s when you have to look across five or six different countries to relocate people.” With generics, however, there’s something of a reversal of this trend. Generics companies do tend to have European HQs based in Eastern Europe. “What we find in Eastern Europe is that people have a very high level of education, really powerful skill sets. The trend used to be that they came over to the west, but now they’re finding that there are equal opportunities in their own countries.” Of course, the skill sets needed for a generics company are different from a drug discovery company, but the trend for the nurturing of indigenous talent in this field is contributing to the growing ‘borderlessness’ of the European market. Asia Pacific The big new area of focus for pharma is, of course, Asia Pacific. Many companies already have profitable operations in Japan but, according to Nick Stephens of RSA Group, culturally, this doesn’t work. “You can’t run an Asia Pac clinical development operation out of Japan,” he says. “The rules are different. In fact, there aren’t any rules in most of Asia Pac!”

Table of Contents for the Digital Edition of Pharmaceutical Executive Europe - March 2008

Pharmaceutical Executive Europe - March 2008
Contents
From the Editor
News and Analysis
Brussels Report
Calendar
The Next Wave of Pharma Talent
The New World Order
Share of Voice to Share of Care
Notes on a Meeting
The Malta Story
Motivation Across Borders
The Mix
No GUTs, No Global
Green is Good
Last Word

Pharmaceutical Executive Europe - March 2008

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