At its essence, we are in the ‘people’ business. It’s the relationships we forge - and the trust that we create - that matters most to our success at the end of the day, living the values and culture built by our founders and carried on day-to-day within the business.
People are the lifeblood of our business at Star. Whether they are candidates looking for Star support to secure roles within pharma, devices or healthcare, or Star employees working with specific clients, we must continue to provide the very best talent to drive outcomes desired.
We invest a significant amount of time and money learning in leadership and how to influence others, but rarely do we teach leaders how to be influenced by others. Why is this? Could it be a hangover from the impact of Dale Carnegie’s seminal How to Win Friends and Influence People?
The outcomes of a DHSC consultation on proposed changes to the statutory scheme for pharmaceutical pricing are anticipated shortly. I wonder if the proposals outlined are adding insult to injury for small to medium pharma organisations and represent a step too far.
Many of us recognise intellectually that we need others’ knowledge to address the opportunities and challenges we face in our day to day jobs in pharma, yet we still lack the time or motivation to collaborate. Engaging with third parties all too often feels inefficient.
Our world is changing. Over the last 15 years, 52% of Fortune 500 companies have disappeared. I often wonder if this trend will impact our sector. While pharma has been relatively isolated from disruptive technologies, the recently intensified pressure on drug pricing from policy makers is really challenging pharma executives.