Leadership in Pharmaceutical Industry
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Added on 2021-05-03
Leadership in Pharmaceutical Industry
Added on 2021-05-03
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Change LeadershipCourseworkLeadership inPharmaceutical Industryand Covid-19By: Israa Tatari1
Table of ContentINTRODUCION3PART ONE: PHARMACEUTICAL INDUSRY ANALYSIS3PART TWO: JOHNSON & JOHNSON CASE STUDY4JOHNSON & JOHNSON CHANGE MANAGEMNT ANALYSIS5JOHNSON & JOHNSON LEADERSHIP EVALUATION5J&J: REMAINING PROFITABLE DURING THE CURRENT GLOBALCONDITONS6CONCLUSION62
Introduction:Covid-19 is a global pandemic that requires all types of industries in different areas aroundthe world to make changes and shift to survive the crisis and thrive. The pharmaceuticalindustry in Morocco, that is the second largest industry in the African continent(mcinet.gov.ma, 2020), was one of the industries that proved competence in this regard. Thispaper will analyse the business methods that are applied in this industry to handlerelationships with stakeholders including customers and employees during the crisis. It willalso discuss the communication tools and strategies adopted in light of the increasingdependency on digitized communication style. Furthermore, this report will analyse andevaluate Johnson & Johnson change management and leadership and recommend how it canact to remain profitable during Covid-19 global crisis.PART ONE: Pharmaceutical Industry Analysis:Due to the global pandemic of Covid-19 and the active supply distribution in the globalpharmaceutical market, a major health concern manifested in global drugs shortage wasdeclared by several governments around the world and the WHO. Leaders in this regard hadto face a major paradox that can be manifested in the balance between helping theircommunities and ecosystems while remaining profitable. However, Moroccan leaders in the pharmaceutical industry, that employees 50000 peoplewith more than 9000 direct and indirect jobs besides about DH 400 million of annualinvestments, under the umbrella of the Moroccan Ministry of Health in corporation withseveral professional associations including the Moroccan Association or Federation ofPharmaceutical Industry (AMIP/ FMIP), the Moroccan Association of Generic Medicines(AMMG), Les Enterprises du Médicament au Maroc (LEMM), the Moroccan Foundation forAdvanced Science Research and Development (MAScIR), the Council of PharmaceuticalIndustry and Distribution (COPID) and the Council of Pharmacists working inPharmaceutical Industry and Distribution (COPFR), have reflected an integrated sense ofresilient servant leadership and change management (Miglierini. G, 2018, Lamrini. R, 2020).Resilient servant leadership is an approach in which leaders tend to lead by serving the needsof their stakeholders including employees, customers and the community as a whole whilehaving the capability to adapt, sustain their energy under pressure and go beyond recoveringfrom adversaries and setbacks by exploiting them to achieve growth (Gavin. M, 2020/Kohlrieser. G, 2020/ indeed.com, 2020/Bhaskaran. S, 2020). Whereas change managementcan be defined as a systematic approach used to create strategies, structures, processes andtechnologies to face and adapt major changes (Shrm.org,2020). Morocco was the first African country to declare a health emergency state. Based on theconcepts defined above, many integrated efforts by the mentioned parties were made to avoiddrugs’ supply conflict and mitigate the impact of Covid-19 on the employees, customers andthe Moroccan community.Starting from those parties’ efforts to forecast, monitor, and strategically plan to adoptchanges; they were able to anticipate the crisis and mobilize the industry according to it tocover more than 80% of medications’ increasing demand based on strong shortage and quotas3
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