Content overview

Articles (44)

How to get fooled successfully

Rethinking Accountability

How to get fooled successfully

By Sebastian Barnutz, Simon Weber

Competitiveness vs. cooperation

How to overcome obstacles in pharma alliances

By Mareike Schumacher, Isabell Hager

Strategy development

Advancing to new plans – with old routines?

By Isabell Hager, Ines Vogel

Agility

Unequivocal explanations for an ambiguous topic

Using Agile Methods Correctly

By Lukas Fütterer, Timothy Nas

Why Strategic Medical Affairs Organization Is not a No-Brainer

Pain and gain of silo structures

Why Strategic Medical Affairs Organization Is not a No-brainer

By Simon Weber, Sebastian Barnutz

Overview of the advantages and disadvantages of agile structures

Not for everyone: What agile work is all about

By Sarah Schmid, Lukas Lahme

clarity collaboration quadrat

How Delphi Can Help Overcome Four Pain Points in Medical Decision-Making

By Claire Terrington, Christine Krys

Bridging the Gap: The Quest for Interdisciplinary Expert Consensus and why process is key

By Ines Vogel, Mareike Schumacher

the silence of power

The Silence of Power

By Bennet van Well, Zeljko Branovic

The impact of Delphi for reaching and disseminating consensus

By Luca Melis, Alessandro Gallo

Discourse Strategy

Navigating Uncertainty: Unleashing the Power of Expert Consensus

By Ines Vogel, Stephanie Michel

Go-to-market models

Leading omnichannel transformation

By Sebastian Barnutz, Andreas Stammnitz

Gaining importance, losing power

Medical Affairs in an organizational dilemma

Gaining importance – losing power

By Ines Vogel, Claire Terrington

Strategy in pharma

An example from the pharmaceutical industry

Strategy work in a silo? Challenge accepted

By Wiebke Gronemeyer, Sebastian Barnutz

Partnerships and tensions

Insights from a digital product studio

How to create a good partnership between organizations

By Miriam Klein

Criticism and opposition on a subject

Shared Understanding

Schein a Light on Dialogue – It will Drive Alingment

By Franz-Josef Tillmann

How a black box is changing organizations

Artificial Intelligence

How a black box is changing organizations

By Thomas Schnelle

When agile teams have to knock on the hierarchy’s door

By Simon Weber, Annette Gebauer

mistake-permitting culture is not a question of mindset

Agility and managing errors

Why a mistake-permitting culture is not a question of mindset but of structures

By Thomas Schnelle, Jens Kapitzky

Disruption

Innovating Organizations

Disruption From Without and Within

By Zeljko Branovic

Why the Health of the Patient Depends on the Health of the Organization

Innovating Healthcare Organizations

Why the Health of the Patient Depends on the Health of the Organization

By Wiebke Gronemeyer, Anna von Bismarck

Merging Forward

Reorganizing Organizations

Merging Forward

By Isabell Hager, Sebastian Barnutz

medical affairs acts strange

Why Medical Affairs Acts Strangely Sometimes

By Ines Vogel, Finn-Rasmus Bull

Shadow Players

Division of labor

By Luca Melis, Sebastian Barnutz

Dilemma of AI Innovation

The Dilemma of AI Innovation

By Ines Vogel, Sebastian Barnutz

Scientific Processes

In the Age of Data, Can We Speed Up Deliberation?

By Camilla Ciani, Luca Melis

Agile: From Buzzword to Reality

Agile Organizations

Agile: From Buzzword to Reality

By Wiebke Gronemeyer, Thomas Schnelle

After COVID-19: What Will Become of Hospital Sales Representatives

After COVID-19: What Will Become of Hospital Sales Representatives?

By Christine Krys, Claire Terrington

Excuse me, have you seen my market

Exploring business to business opportunities

Excuse me, have you seen my market?

By Sebastian Barnutz, Sarah Schmid

Strategy and decisions

About plans and good decisions

Why you should stop searching for the perfect strategy

By Kai Matthiesen

Borderline cases in healthcare ecosystem

Borderline cases in the healthcare ecosystem

Where does a customer end and where does a partner begin?

By Sebastian Barnutz, Simon Weber

Disruption needs hierarchy

Disruption needs hierarchy

By Finn-Rasmus Bull

Make innovation happen

Powerfully innovative

By Bennet van Well, Frank Ibold

From disruption to smart progress

From disruption to smart progress

By Bennet van Well, Zeljko Branovic

Fewer excuses, more courage

Change Management

Fewer excuses, more courage

By Nele Pröpper, Sebastian Barnutz

Data only provides new arguments

Data only provide new arguments – they do not provide a new objectivity

By Sebastian Barnutz, Zeljko Branovic

Business Planning

Business Planning

All the same – but different?

By Ines Vogel, Anna von Bismarck

Go-to-market digitization

Digitization and power games

Go-to-market digitization and the redistribution of power in Life Sciences

By Sebastian Barnutz, Isabell Hager

Leadership

Why leadership is just one way to move your organization forward

By Simon Weber, Wiebke Gronemeyer

KPIs and how to measure success

KPIs and how to measure success in changing life science markets

By Sebastian Barnutz, Simon Weber

Change of strategy needed

New strategies for market development

Change of strategy needed: Why life science sells processes, not products

By Ines Vogel, Jakob Schrenk

Orchestrating tensions

Management Insights

Why orchestrating tensions is better than creating harmonies

By Sarah Schmid, Kai Matthiesen

Structure shapes culture

Change Management

Structure shapes culture’s breakfast

By Sarah Schmid, Bennet van Well

Agile organizations

Change Management

Powerfully agile

By Sarah Schmid, Bennet van Well

Column articles (11)

strategy

Madness as Usual

Strategy – On the limits to purposive rationality in organizations

By Stefan Kühl

innovation

Madness as Usual

Innovation – Decentralization increases innovation but makes it harder to implement

By Stefan Kühl

Leadership

Madness as Usual

Leadership – The surprising return of heroic management

By Stefan Kühl

Hierarchy

Madness as Usual

Hierarchy – On the usefulness of an unpopular coordination mechanism

By Stefan Kühl

culture

Madness as Usual

Culture – Why the promotion of a new culture often conceals the actual organizational culture

By Stefan Kühl

Madness as Usual

Why you should avoid to speak about ‘Attitude’

By Stefan Kühl

Madness as Usual

How to Reduce Micro-Politics in Personnel Selection Procedures

By Stefan Kühl

Madness as Usual

Cyber-Utopianism versus Techno-Realism

By Stefan Kühl

Madness as Usual

Why It Is Impossible to Appreciate All and Sundry

By Stefan Kühl

Madness as Usual

Agility, or: It’s Groundhog Day, again

By Stefan Kühl

Madness as Usual

The illusion of having a blueprint for action

By Stefan Kühl

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Publications (1)

Whitepaper Digitalization

Whitepaper Digital Transformation

Alle Publications