How do "migrating" multinational drug executives dispel the "18-month" spell?

China's local pharmaceutical companies are starting a "grab" competition, heavyweights are the rise of biological upstates in recent years, the general position is the president, general manager of Greater China, chief executive officer, chief scientist, it is also possible that the capital group, the company's founder and so on.
"snatched" people, mostly from multinational pharmaceutical companies, from the former BU head, a field scientist, has been extended to china's head of research and development line head.
01 Why isn't he the chief scientist? Recently is also the most heavyweight is Liu Yongjun joined Thyda, as the group president, brush screen circle of friends.
Brush screen reasons, there may be two, Xinda bring their own traffic, important personnel changes, will certainly attract the attention of the industry;
generally, high-level changes, including the addition of senior talent, especially the addition of new senior talent, mean that the company will have a major strategic direction changes.
, for example, Zhao Ping, former Chinese mainland of BMS and General Manager of Hong Kong, joined Keystone Pharmaceuticals as General Manager and Head of Commercialization of the Company in Greater China, where she was fully responsible for the commercialization of the company's products.
this is matching the big strategy of the keystone pharmaceutical company's product launch pace and the construction of a commercial team.
Liu Yongjun's addition, in the eyes of the outside world, sends three signals: First, Cynda is making a determination to go from generic combinations of biologics to new drugs around the world, and even first-in-class drugs, as can be seen from Liu Yongjun's personal professional experience, he is a world-class immunologist, the former head of Sanofi's global research and development research department, focusing on the layout of early research and development pipelines.
, Xinda will further develop international multi-level cooperation, which is in fact Liu Yongjun's area of expertise.
this is clear in his business as a supervisor after joining Thyda, where he will be responsible for the Group's global research and development, pipeline strategy, business cooperation and international operations.
the third and most subtle one, Liu Yongjun's addition to the hidden see the figure of investors.
well known, Xinda Bio is China's innovative pharmaceutical enterprises, by the capital group, the founder to join, and gradually become a model.
can be seen in Xinda's annual report that the founders hold about 11 per cent of the shares, but the company's largest shareholder is still an investment institution.
not uncommon for investors to come forward and find the right senior talent for the company.
understood that Wu Xiaobin joined Baiji Shenzhou, in which he also played a key role.
In fact, the industry's curiosity is that, usually, bio-new drug companies, with scientists as their founders, usually logically look for a person with a commercial background to join them as the product enters the commercialization phase.
and Liu Yongjun, who is clearly a scientist, and Xinda Bio, which does not have a chief scientist position.
but in any case, from multinational pharmaceutical companies into local companies, especially among bio-precious, this talent "migration" trend has taken shape, and unprecedented scale, higher levels of talent.
02 Innovation pharmaceutical talent "inner roll" this "migration" is China's innovative drug grand ecological development to today, the inevitable situation.
On the one hand, high-level career managers of deep multinational pharmaceutical companies must consider the rising ceiling, on the other hand, innovative pharmaceutical companies have experienced nearly 10 years of development, has entered a new stage of development, either the product market, or through the shaping of other capabilities to create competitiveness outside the product, there is a huge talent gap.
In the early years, multinational pharmaceutical companies entered the local pharmaceutical companies, generally choose traditional integrated companies, the type of talent is generally concentrated in the sales and marketing level, now directly in charge of China, or the head of the research and development center (transnational pharmaceutical companies in China research and development center, generally separate Asia-Pacific or global reporting line.
) there can be many examples.
has been mentioned so far, and the most famous is 56-year-old Wu Xiaobin, who 15 years of service from Pfizer to Baiji Shenzhou.
's news at that time.
news, almost all the media inside and outside the industry and the economy reported the personnel change.
there was excitement and hesitation, and no one knew at the time whether his choice was wise.
four months after taking up his new job, Wu Xiaobin gave an exclusive interview to E-Drug Managers, ingling on the decision: "In the last three years, I have seen more changes in the pharmaceutical industry than in the previous three decades."
past three decades, China's pharmaceutical industry's hardware is catching up with the world's most advanced, but the industry's soft power has changed more slowly than other industries.
nearly three years, china's regulation, policies, incentives for innovative drugs, quality requirements and so on, are revolutionary.
" and predicted, "It's just beginning, and the outbreak is still behind us."
" big man is indeed a big guy, he saw the trend, and the pioneers, for its later "migration" people played a role as a model.
, however, it can be a bit of a trance to see him speaking on stage, and he admires the different ways of thinking and the self-expression of logic determined by his position, which is so harmonious in him.
in fact, in addition to Wu Xiaobin, there are many business leaders or research and development line leaders in China began to enter the innovative pharmaceutical companies.
such as: In 2012, Xue Qun, the first general manager of Jianzan in china, left and founded Beihai Kangcheng.
2016, Ms. Li co-founded Thermo and Pharmaceuticals, and served as CEO.
, he was Amjin's first general manager since entering China.
2016, Jiang Ningjun joined Keystone Pharmaceuticals as Chairman and CEO.
, he was the head of research and development in Sanofia.
In March 2019, Anjin entered China's second general manager, Zhang Wenjie, to join Fu Honghan, as senior vice president and chief commercial operations officer, responsible for the company's overall business planning and product market strategy, to create a professional and efficient international business operations team.
, he was appointed chief executive of Fuhong Hanxuan.
December 2019, Ms. Zhao left BMS to join Keystone Pharmaceuticals as General Manager and Head of Commercialization for Greater China.
September 2020, Geelyde China's first general manager, Luo Yongqing, joined Tengsheng Bo Pharmaceuticals, a two-year-old new bio company, as president and general manager of Greater China.
sure there will be more, who will it be? From that company? It's hard to say, but guess what.
in fact, the above list is only the corresponding changes in china's regional leaders.
fact, most of China's innovative pharmaceutical companies, founders or executive teams, have worked in multinational pharmaceutical companies, many of them numerous.
03 Trends and Compensation Career Managers What Do People Want? What kind of expectations can innovative pharmaceutical companies meet? Zhao Ping immediately took up the post of general manager of Cornerstone Pharmaceuticals Greater China, the next day told E Pharmaceuticals managers.
sees China today as the United States and Japan in the 1980s, a good time to spawn international innovation companies like Amjin and Takeda.
in Zhao Ping's view, in foreign enterprises can be all familiar with the heart, but the choice of homeopathy is more exciting.
" as a local innovative pharmaceutical company, but also let me have a greater sense of mission.
hope that when I look back on this wave of local biopharmaceutical enterprises in my 70s and 80s, I will be proud of my choice to join the cornerstone and the experience that followed.
" has worked at GSK for many years, TengShengBo Pharmaceutical co-founder, president and CEO Dr. Hong Zhi also told E drug managers, at first "in GSK to do a relatively easy, so there is no reason to come out", but then the opportunity to return home let him see the Chinese pharmaceutical market is taking place and under the surface of the water is about to change.
"reality" offered by local pharmaceutical companies outside of the "ideal" is no less.
Xiaobin's salary has exceeded Rmb100m, according to a document released by baiji Shenzhou in 2019.
while Baiji Shenzhou stressed that the number includes long-term compensation for stocks and options, the door to a "billion-dollar compensation club" has undoubtedly opened the door for former MNC career managers.
overall, "personal will and motivation," "lifestyle and quality changes," "predictability of new companies," and "cultural matching" are key considerations in the career path selection of global talents.
time, local innovative pharmaceutical companies seem to be taking over.
04 How to get through the "18 months" of this bumpy road overall, multinational pharmaceutical executives generally have several options: join the local traditional pharmaceutical companies, as the head of a business sector;
the path of entrepreneurship, there is no problem of team integration, but the balance of interests with the capital side and the success of the entrepreneurial project is also an important challenge.
the two remaining situations, the integration of teams and culture, determines whether they can stay in the next.
, an international headhunting firm, has published research showing that companies leave between 0 and 18 months after the introduction of talent at 70 per cent.
so 18 months, a little workplace magic meaning.
"water and soil do not accept" is the most obvious embodiment.
to leave multinational pharmaceutical companies, into local companies, water and soil, and then return, and then leave again, there are many people.
so for the "migration" of multinational pharmaceutical executives, after the transition can carry through 18 months of this bumpy road, are unknown.
to choose executives with different corporate cultures and management systems, innovative pharmaceutical companies also need to do a good job of a full range of "retention" strategy.