How Biotech Firms Can Improve Cross-Functional Collaboration

by Oliver Schiltz and Roger Lehman

Optimising the R&D-to-commercialisation handover process is crucial for the survival of young biotech companies.

While many sectors were dealt a punishing blow during the pandemic, Covid-19 ushered in a boom in the biotech industry. Biotech start-ups raised US$34 billion globally in 2021, double the figure in 2020, and the worldwide market size is expected to grow nearly 14 percent per year from 2022 to 2030.

But though the industry is flourishing, many smaller firms could remain one-trick ponies that only produce a single product, while others may never bring an asset to market. Indeed, around 90 percent of drug candidates fail to make it to the commercialisation stage.

Read the article at INSEAD Knowledge.

Happy 2016!

Let’s create the year and the world we deeply want, with respect, resources, opportunities and happiness for everyone.

Pluris_Happy2016

 
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There was once one pangea.  We were probably once one people. Perhaps we were once one cell. How can we be one again?

Click the image to download a high resolution version (3.2 Mb) – it is worth analyzing where each modern border falls in this exercise to put us all back in pangea. Map produced by Massimo Pietrobon (Grazie mille! Auguri!!) – find the original version here.

Mediation pledge for a new year full of amicable solutions!

To launch a new year with a renewed commitment to always looking for amicable solutions to issues and conflicts, we have signed the Singapore Mediation Charter, pledging to resolve disputes outside litigation channels.

Singapore Mediation Charter

Since the beginning it has been part of the Pluris DNA to default to negotiation to address our issues and our clients’ issues, and we include mediation clauses in our agreements whenever appropriate. By signing the Singapore Mediation Charter we want to support the Singapore Mediation Centre‘s efforts to promote mediation in Singapore and the region, and encourage our clients, suppliers, business partners and friends, in Singapore and elsewhere, to also take mediation as a first step for resolution, in case direct negotiation does not address issues satisfactorily.
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Amicable resolutions, happy 2015!

 

Happy 2015!

Wish you all a new year full of success and joy in everything that truly matters. May us all focus on what we really care about and find creative value-focused solutions to build a more peaceful, collaborative, happier world.

Happy 2015!
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shift views, challenge assumptions, change the game

CBI Global Network

In April the Consensus Building Institute (CBI) organized its 20th Anniversary Symposium, celebrating 20 years of inspiring consensus building practices around the world. CBI convened as well the first gathering of the CBI Global Network – community of practitioners and scholars from all corners of the world.

We work with all kinds of stakeholders, public and private, large and small, using consensus building principles, strategies and tools to promote collaboration and manage conflict.

We are building a community of practice to improve our work by learning with each other, increase collaboration with like-minded colleagues, build consensus building capacity globally, and offer enhanced ability to address complex multi-stakeholder issues through coordinated teams.
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You can read more about the network and its members here.

CBI Global Network

iPhone game with Value Negotiation and Pluris

Value Negotiation and Pluris are on Houthoff Buruma‘s serious game “HB The App”!

We contributed negotiation dynamics and dialogues, as well as characters (check if you recognize someone!), in “Mission 2 – Negotiate to survive!”

If you have an iPhone or iPad you can download it now from iTunes by clicking on the image:

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VN_game

LEAP 2014

Together with The Glue Partnership we are launching a new executive development programme called LEAP (Leadership & Executive Academy Programme).

LEAP 2014
click image to download the programme brochure

 

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LEAP is run both in an open format (Singapore in September or Hong Kong in October) and as a dedicated in-house programme, where we perform a thorough needs assessment and custom-design the course materials and sessions to be specifically relevant and suitable to the client’s industry and specific audience.

Please download the LEAP 2014 brochure or contact us if you are interested in learning more.

The Glue Partnership

To better serve our clients with top-quality services in a broader range of challenges, we’ve formed The Glue Partnership with Drummond International and Bamboo. Our two partners add services in values-based leadership and talent development & engagement to Pluris’ work in negotiation, change management and game theory.

Contact us to explore collaboration opportunities.
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Run past the finish line

Coincidentally, today I came across videos of two competitive sport situations (in running) that have several similarities (all about the 1st and 2nd placed athletes doing something different from the norm) but so different – and not so different – lessons.

Let’s watch:

Summary of the 2nd video: Some meters before the finish line, the first runner (Abel) thought he had finished. Instead of overtaking him to win, the second runner (Iván) indicated the finish line and jogged behind Abel, as he knew he could never have won without the other’s mistake. To learn more you can read Iván Fernández’s post in his blog, or the El País article here.

Just a few ideas and questions that come to my mind:

– Run past the finish line – don’t celebrate before you got it

– Run past the finish line – don’t give up before you cannot get it

– How aware am I of my decisions on the run?

– Can I trust my instinctive decisions?

– What is fair? What is fair play?

– Where is the finish line?

– What is winning for me?

– Is it all about winning?

What comes to your mind?

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How not to ask for a pay raise

You were hired 4 years ago to run a business. After one year, the business was worth 3/4 less. One year later, it was worth about half. There were ups and downs in the last couple of years, but if your bosses sell the business today they will get only 14% of what they would have gotten when they hired you. Although the trend is positive, accumulated “profits” in the period were negative. Still, your compensation last year was above market rates.

You ask for a pay rise. Would you be surprised to get a “No”?

This is what happened last week to Vikram Pandit, CEO of Citigroup*. What makes it newsworthy is that it is not common for shareholders to vote against executives’ pay.

It is not fair to judge Vikram based on the news, and his situation may be more complex than average, but he may have failed by not asking important questions, such as:

1. What do I really want? Most of us focus on salary when thinking about our work conditions. Is that what matters to me? Even if money is important because of what I buy with it, is salary the only way to get it? What else is important to me? How about meaning, job satisfaction, sense of accomplishment, personal and professional development, relationships with people around me (at work and outside), quality of life, etc., etc., etc.?

2. What do my bosses really want? Oh, right – maybe it is also a good idea to think about them! Would I give myself a pay rise? Why? Why not? What is important to them? They probably want value – whatever that means in our business (profits, impact, brand equity, …). Short, medium and long term. They would like to have a high-performing, highly motivated team. They’d like to keep conditions fair across employees, current and future. Etc., etc., etc.

3. How can we make everyone happy? Salary is one – often overrated – option for employers to offer employees appropriate conditions. And there are so many other – often forgotten – options! If money is important, how about bonuses, commissions, shares, stock options, retirement funds, insurance, etc. – ideally aligning employee’s and employer’s interests? How about job design: title, responsibilities, boss, team, etc.? And personal and team development: training, coaching, career plan, etc.? Logistics and time management: location, workplace standards, work hours, free time, etc.? (Click here for examples of ideas to consider)

4. What is right, appropriate, fair? Of course I want everything. And my employer may prefer to offer less, especially when there are costs involved and it is unclear how we both gain. How to agree on what is right? Several sources can provide references to justify a proposal:

  • My history and contributions: qualifications, experience, performance, accomplishments, value contributed, trends, future value, etc.
  • Company practices, precedents and exceptions, here and in other locations or departments: job demands, pay scales, timing for adjustments, benefit policies, etc. (e.g., read the employee handbook, talk to HR and colleagues).
  • Market practices: what other companies offer for similar roles, financial (e.g., check pay comparison websites such as www.payscale.com) and non-financial options.
  • Company and market context: company performance and prospects, macroeconomic situation, laws and regulations, inflation, cost of living (e.g., check wikipedia or Mercer when moving to a new city or country).

5. What are my alternatives? Sometimes we are very focused on our current situation and don’t realize there are many possibilities out there. Perhaps what I really want is better accomplished elsewhere: in another role, another organization (for- or non-profit), as an entrepreneur, a monk, a hermit or a retiree, etc. Even if I am very happy now, a pause to explore alternatives (not just identifying but also building them) will help reassure I am on the right path and make me more comfortable about my proposals, knowing the world won’t fall apart if something goes wrong. Or it may show a new and better path.

6. How to ask for it? Preparation is not only soul and data searching. When, where and how to ask are also critical**:

  • When: better if the company is doing great, I’ve just completed an awesome project and received an outstanding appraisal, my boss is also doing well, is in a great mood and has quality time to spare.
  • Where: live is better than phone, better than e-mail, instant messaging or sms (yes, people go to court because of sms exchanges!). It should be a quiet, professional space, free from distractions.
  • How: the opening statement should (if true!) reiterate my commitment to the company and to building value (for shareholders, boss, team, clients, etc.), and promote a collaborative mindset for together working out the best solution. It is a good idea to first explain why my proposal is fair, and only then present it (expressing openness to discuss it). And if I am proposed something with no explanation, I should ask where the proposal comes from, why it is fair. Rehearsing – in front of a mirror, a friend or a colleague, as appropriate – will build confidence and help me fine-tune the approach.

All the best getting the raise, if that’s what you want. Or getting whatever really matters to you and being happy.

*Calculations are based on Citigroup market value, comparing 11/Dec/2007 (when Vikram Pandit became CEO) with the end of 2008 and 2009, and current market value
** To be fair, Vikram did prepare a positive statement to shareholders the day before, which probably avoided making the situation even worse. Citigroup’s departing chairman attributed shareholders’ negative vote to bad communication

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