Organizational Development and Culture

Reflecting on my career and the significant societal and technological shifts during those years, I see it as split between two generations, each half so different from the other.

This past December, the FDA finalized its guidance on rare diseases with the publication Rare Diseases: Considerations for the Development of Drugs and Biological Products. This FDA guidance has been in draft form since 2019.

I grew up in the Midwest — the middle child in a large family. We were each tagged with certain labels and expectations: the smart ones, the overachievers, and the ones still trying to find themselves (and that was before it was fashionable).

In this post-COVID era, our clients have experienced a culture shift — driven by remote work, digital transformation, accelerated innovation, and a focus on employee well-being. Changes in supply chain, clinical trials, and regulatory dynamics have accentuated all of this.

There are many ways we introduce ourselves to make an impact and grab the attention of our audience. In our line of work, that might be what your path was into biopharma (I was headed toward academic medicine with my MD/PhD but diverted for the reasons described below), or it could be the diverse companies where you’ve applied your skills (in my case, rare disease and oncology). It can even be the cities where you have lived (I transplanted to Boston from the Midwest over two decades ago; at some point, I expect to master driving here).

“Gen Z professionals have a low tolerance for inefficiency and are not going to allow their boomer bosses to remain selective luddites.” That’s how the breakfast conversation began earlier this month between my Gen Z son and his boomer parents. To put this in context, you need to know that it was yet another rainy holiday weekend in New England, and we had already tested the limits of our togetherness. So this declarative headline was an appealing distraction.

When it comes to team performance and adherence to “best practices,” what works on paper or in a teambuilding workshop and what actually occurs are often two very different things. Not for lack of trying (in most cases!), the practical constraints of time, resources, and human nature often get in the way.

When I moved to Boston over thirty years ago, I had never even heard of the Boston Marathon. I grew up in the Midwest and moved to the West Coast for a district sales manager role. Boston, let alone the Marathon, just wasn’t part of my world.

We just completed Rare Disease month. With that in mind, Sue has asked me to step in for today’s e-conversation, as this topic is very much a part of my focus and professional experience.

Historically, biopharma companies developed drugs for patients with an illness — but the illness was the primary focus. In recent years, much has changed. As drug development has become more enlightened, understanding the experience of people living with health conditions — their needs, goals, and the practicalities of daily life — has become integral to the process of developing innovative medicines.