Years ago, during some major corporate upheaval at a company where I worked, everyone shared this little yellow book on transitions. That same book seemed to pop up when people went through major relationship upheaval. I remember thinking at the time, “Wow, transitions are such a big deal that we need a book to tell us how to manage them.”

Eventually, I bought the book too and did find it helpful. It included some essential tips for getting through any significant life change.

These days, no book has ever been (or could be) written that can address what we are all experiencing: a constant state of transition in new and less-trodden territory — globally, professionally, and personally. Still, in my view, recognizing transitions as they occur and appreciating the uncertainty or ambiguity accompanying them can help.

Three notable transitions worthy of reflection at this point in time:

  • Graduations
  • Leadership and Team
  • R&D to Commercial

Graduation Season

Because I don’t have a graduate in my immediate family this season, I have had the pleasure of really “seeing” the immense impact these events have on the parents (my peer group) around me. Whether high school, college, or graduate school, parents are experiencing all the joy, angst, and pride they deserve as their offspring transition from school to the next phase of adulting (some are simply relieved their kids made it to the other side!). This transition is expected and mostly positive.

In the current economic climate, however, the transition these new graduates must now make into the professional world is more challenging. Some have jobs. Others are anxiously starting the process. In both cases, many are going through a mini-grieving phase, leaving the known world of learning and friends or as Mel Robins calls it “the great scattering”. Helping this generation find a starter role, even if it is not their ultimate passion, is important for all of us.

Congratulations to all experiencing this transition of graduation in 2025.

Leadership and Team Transitions

Due to many factors beyond our control, the volatility in life sciences means many of our companies are experiencing significant changes across the board. This includes changes in leadership, team structures due to layoffs, or even full shutdowns. These transitions can have a lingering effect on our sense of security and well-being, not to mention putting us in the same job-seeking role as a new graduate.

We can also experience grief of the vision we were collectively striving to achieve to deliver novel therapies to patients. We joined the company to do good work and make a difference. Now, the focus has shifted to a transition we don’t want and didn’t expect.

When a leader leaves, by choice or not, the team often internalizes the change and has concerns about their future. Sometimes, there is a feeling of betrayal. Other times, there may be concern about the institutional knowledge that leaves the company. Having experienced many of these types of transitions on both sides of the leadership table, I know it usually works out okay. But in the short term, the transition can be painful.

With all that in mind, and knowing that at any time, the team could change, we should create planning and infrastructure processes that ensure collaborative tools and file sharing are mandatory for everyone’s benefit. Also, remember that relationships matter regardless of the place of employment. Be careful not to burn bridges whether you are staying or going.

Knowing that leadership and team transitions will likely feel unsettling until a new plan is in place helps. Jump into the transition with a planning team to map the important priorities.

R&D to Commercial Transitions

One of the most significant transitions an emerging biopharma company can experience is the commercialization path from R&D to the market.

In a recent panel I moderated at the BOLD conference (Biotech Organizational Leadership Development), we discussed that enormous transition and talked about several important factors. Among them was acknowledging that the path from R&D to the market is an important transition that should be celebrated. It means the science is bearing out, and hopefully, patients will benefit from the hard work the team has been doing.

Other important considerations the panel shared:

  • Start early to define the vision for your asset
  • Focus on the path to the patient, always
  • Engage internal or external experts to advise, especially with a non-commercial C-suite
  • Prioritize cross-functional collaboration during planning
  • Distinguish between commercialization (entire arc) and commercial launch
  • Even if an exit is hoped for, early commercialization is critical to strengthen the story
  • Teach each other, it is better for all of us to understand each other’s contributions

Critical Transition Planning Steps

  • Commit to defining a company vision, inclusive of strategic imperatives related to building capabilities, including commercialization functions (NPP, medical affairs, market access, marketing, customer-facing roles, supply chain)
  • Celebrate the new perspectives that come with new functions while ensuring the core values and critical cultural thread remain intact
  • Understand the role technology will play across the enterprise, including commercialization, and build a strategic roadmap early to stage-gate investment
  • Define a lexicon, align on metrics, and create a planning calendar across the organization to minimize inefficiency and churn

Summary

Transitions are everywhere, in both our personal and professional lives. They are essential to our growth but often challenging to navigate — especially if we haven’t acknowledged we are in one.

When we recognize what is happening, we can apply a standard of planning that provides calmness by clarifying the beginning and end of the transition, if not the point at which we will once again stand on solid footing.

Seeing transitions, discussing them, and embracing what they can teach helps us achieve the success we strive for, whether as a recent graduate, a new team member, or as part of our life-saving work delivering incredible innovations to patients.