Executives at a prominent biotech company identified a problem that was slowing the progress of potential medicines through the firm’s R&D pipeline. Top scientific leaders, responsible for moving development programs from discovery to commercialization, were spending excessive time collecting and reacting to input. While incorporating stakeholder feedback was important, the scientific leaders lacked the ability to prioritize input, manage risks and build buy-in. As a result, competitors were beating the firm to market.
We assessed a group of 20 senior scientific leaders and determined skill gaps that impeded their ability to drive development programs forward. Following the assessment phase, we developed a 6-month Leadership Development Program. Program topics included leading through vision, decision making, matrix leadership, influence, and presenting with impact.
According to the company’s evaluation, program participants learned to successfully apply stakeholder management and decision-making techniques, resulting in increased R&D productivity. Participants also expressed appreciation for the Leadership Development Program and reported greater connection to each other and their company. Due to the leadership program’s success, the company requested a second iteration that expanded the program to include a larger cohort of scientific leaders.