This week we speak to Tirrell Payton, Managing Partner at Nooma Group Consulting, about mindset in life sciences.
We speak about how there is a disconnect between the level of risk willingness among the top levels in organizations and middle managers. Middle managers are often afraid to make a mistake - and become the “permafrost layer” where change has a tough time to take root.
We also speak about how institutional storytelling about past failures in a company can hinder people to try new things. These stories can act as invisible guardrails that limit what can be tried in an organization. Without being actual current constraints.
Stepping into the actual power and possibilities that each individual has in a life sciences company can foster innovation. Optimizing a single piece of technology or process step of the clinical trial value chain does not provide the benefits often promised. And you cannot solve people problems with technology or process solutions.
We speak about how remote work in life sciences worked really well during the pandemic. But that it somehow stopped working. This is in fact a well understood phenomenon, where we initially could ride on the connections created pre-pandemic: Now as teams have experienced churn, people can no longer rely on that personal connection. .And remote connection does not substitute the connections forged in person.
Clinical trials often consist of people working for different organizations - like sponsors and CROs - who still need to gel together to do good work. To make this work, you need to be intentional to make this work. A lack of teamwork is often the root cause for poor performance in a clinical trial.
We speak about the key challenges in pharma right now, and how companies are shifting towards rare dieseases. And how the current toolkit we have does not suit the problem.
Guest:
Tirrell Payton
https://www.linkedin.com/in/tirrellpayton/
Nooma Group
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