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"Bold Leadership” – Why New Responses Are Necessary"

Written by Peter Gasteiger, Partner AIMS Switzerland 

The world has always been changing. However, the pace of change is enormous: we are facing massive upheavals, such as e-mobility, the expected end of fossil fuels, the advancement of computer technology, robotics, artificial intelligence, and more. 

All these new conditions also have massive implications for the working world and how leaders must respond.

1. Necessary changes are often initially met with scepticism. Only when the purpose of these adjustments is clear, not just to top-level executives but also to the operational areas, the backbone of the company, can they succeed. This requires profound planning and well-coordinated communication. In practice, unfortunately, both are often lacking, also because potential negative reactions from those affected are underestimated. When individuals recognize the positives in the changes for themselves, they support the process. However, this cannot be imposed from above – How good are your change management processes?

2. Even though leaders must exercise the famous ‘lighthouse function,’ setting the course, certain leadership styles have become outdated. Flat hierarchies, adaptable, agile, multifunctional, international teams with decision-making powers are in demand. Teams are encouraged to experiment and allowed to make mistakes from which to learn. They are also allowed to express concerns and emotions and interact with superiors perceived as authentic, who dare to admit that some projects have not shown the expected success or have even failed – How do you experience your leaders and decision-making processes?

3. This is not equally possible in all industries, but many employees wish to work for a company that contributes to a positive societal and ecological development, that advances us. Leaders must be able to explain these larger contexts clearly. – Does this happen in your company?

4. The major macroeconomic changes sometimes require bold, perhaps even radical, responses. – Does your company provide forums where thinking big and out of the box is encouraged?

5. The demands on leaders are high, and the pressure is too. Managers need support: mentoring, coaching, assistance with setting the right priorities, respectful interaction even when opinions differ, and more. – Is this happening? 

More than ever, the success of corporate change processes is linked to the quality of leadership. Numerous examples of successful companies (of varying sizes) show that it’s possible. Therefore, a positive outlook is warranted… but it remains a Herculean task. 

At AIMS International, we understand the necessity of transformative leadership in the face of massive industry shifts. Our expertise in cultivating leaders and key personnel, combined with our ability to identify external talent and develop internal leaders, ensures that your organization can confidently navigate these changes. We offer tailored Assessments, Growth Programs, and Talent Management solutions, empowering leaders and teams to fulfil their potential and drive success in an ever-evolving landscape. Contact us to learn more. 

Adapting to the Evolution: Pharmaceutical Field Force in the Digital Age

Written by Peter Gasteiger, Partner AIMS Switzerland 

Undeniably, the role of pharmaceutical field sales must be fundamentally different from what it used to be when it was relatively easy to schedule face-to-face appointments with doctors, organize events at prestigious locations, and have more staff primarily discussing products using printed advertising and informational materials. 

Now, things have changed: 

1. Most interactions with decision-makers take place online, often combined with (multimedia) presentations. 
2. Product information is much more readily available on the internet compared to before. Consequently, discussions now tend to focus on other, highly customized questions (medical, economic, health policy-related, etc.). Effective relationship management, catering to customers’ (changed) needs and expectations, remains crucial. How can one best support them? What do they want? Empathy is required, especially towards healthcare professionals who are rarely asked how they are doing, while they tirelessly care for patients day in and day out. 
3. The range of contacts has broadened, though it still depends on the product and indication: not just doctors anymore but also hospital pharmacists, managers, nursing staff, etc. The first step is figuring out who is the best point of contact (and potentially in what order) – the famous stakeholder mapping in a strategic sales concept. The expectations of all these players, from their respective viewpoints, vary, necessitating tailored communication strategies and content. 
4. Using the right tools provides a clear competitive advantage. In other words, digital competence, considering AI, to compactly and comprehensibly convey new and targeted information. Ideally, it’s a combination of ‘digital & people’ – it’s not either/or, but both: IT-savvy, well-informed employees. 
5. All of this also significantly impacts the performance evaluation of the sales team (the KPIs relevant for bonus calculations).   

In summary, in my opinion, the pharmaceutical field force will remain important. However, different and additional skills are required due to increased complexity, a different focus, and a new environment. Meeting the requirements described above is challenging, but it’s also promising: both from the employees’ perspective, who have an interesting job, and that of their employers. 

At AIMS International, we understand the evolving landscape of the life science industry. With over 20 years of experience, our global team of experts is well-equipped to assist clients in your local market. We provide boutique-style quality on a global scale when it comes to both finding and growing leaders. Our industry and functional expertise apply to all markets, no matter the challenges posed by the changing conditions. Contact us to learn more. 

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