Meet Ian Read’s New Pharma Team At Pfizer
23 CommentsBy Ed Silverman // October 31st, 2008 // 7:56 am
The Pfizer pfolks are extremely busy these days reorganizing when they aren’t eliminating jobs altogether. The latest example comes from the keyboard of Ian Read, who heads the drugmaker’s pharma business (pictured left). As the memo below outlines, he has assembled the execs who, he believes, will help Pfizer find their way forward. Feel free to leave feedback about any of the people named…
Dear Colleagues,
As you know, on October 7 the ELT announced the next step in the evolution of our business model with the creation of the global business units. I am very excited about the direction we’re taking. For me, this represents important progress on ‘Our Path Forward,’ as it will strengthen our ability to understand and meet the needs of our customers. We’re going to do this by driving greater empowerment, ownership and accountability, which, in turn, positions us to get new medicines to patients and other customers faster and outperform the competition, thus driving greater profitability for Pfizer.
Today, I’d like to share information about my new leadership team. Members of my team include:
• Juan-Ramón Alaix, President and General Manager, Pfizer Animal Health
• Olivier Brandicourt, President and General Manager, Specialty Care
• Jean-Michel Halfon, President and General Manager, Emerging Markets
• George Henninger, Senior Vice President, Finance
• Chuck Hill, Senior Vice President, Human Resources
• Geoff Klass, Senior Vice President, Continuous Improvement
• Pedro Lichtinger, President and General Manager, Primary Care
• Garry Nicholson, President and General Manager, Oncology
• Laurie Olson, Senior Vice President, Portfolio Management and Analysis
• Kristin Peck, Senior Vice President, Worldwide Strategy and Innovation
• David Simmons, President and General Manager, Established Products
• TBD, Senior Director, Business Operations
Additionally, Hiro Iwasaki will report to me as we refine our implementation plans for the business unit structure in Japan.
*Overview of the New Global Business Unit Structure and Leadership*
Each of the business units will operate on a global basis and will span clinical (post-proof-of-concept), commercial development, medical, marketing and sales up to and including active post-loss-of-exclusivity management. These units will work in close partnership with our Worldwide Research Organization, the Biotherapeutics and Bioinnovation Center and critical PGRD platform lines.
These changes did not happen overnight, which is why we’re calling it an evolution. For the past two years, we have been steadily laying the groundwork with a number of important initiatives designed to align our resources and operations in ways that put our customers first. Now it’s time to take this work to the next level.
Today, each of the general managers will share their organizational plans and leadership team announcements with you. I hope you will take a moment to learn more about these units and the individuals who have been chosen to lead them.
You’ll see that the business units are structured in different ways. This is because each general manager has the autonomy to develop a truly customized business strategy and structure tailored to their product portfolios, their customers and their market realities.
The selection process for each leadership team position was based on a rigorous talent planning process. The general managers, along with Martin Mackay, Joe Feczko, myself and other leaders from the senior management team, worked together to identify the diverse skills, knowledge and experience needed to succeed in these positions and drive the business. We then considered a slate of potential candidates based on those criteria.
At the start of this process, the ELT and general managers made a commitment to build diverse teams of highly talented colleagues. Looking at the results of this process, I believe we are making really good progress.
As we move forward, the process of staffing these organizations will vary for each business unit based on the structure and needs of each. You will be hearing more from your leaders as this work progresses, and announcements will be made as quickly as possible. These changes will begin to go into effect in January 2009, though exact time lines will vary by organization. The implementation of proposed intentions expressed in this document may be subject to employee consultation with works councils and/or unions in certain countries.
We are committed to keeping you informed throughout the process. One of the benefits of more frequent and transparent communications is that we all receive information sooner; but sometimes that means not every decision has been made, and thus not every question can be answered immediately. One way that we will keep you informed is by posting organizational announcements on the ‘Our Path Forward’ web site. All the most current communications materials relating to business units announcements and /Our Path Forward/ are located on this site; you can review or use these materials at any time.
Your support is critical in helping us execute these changes quickly and smoothly so that we can continue to capitalize on the opportunities ahead and take on the challenges. During this time of transition, I ask for your continued focus on meeting our 2008 commitments. In order to succeed in the future, we must deliver today.
Thank you for your continued hard work and dedication.
PYL
Having worked at Pfizer during the late 90s and early years of this decade, I’m remain awe struck by the ceaseless streams of reorganizations. What those unfamiliar with Pfizer may fail to appreciate is that the recently named individuals represent the bottom of the barrel when it comes to talent. Virtually all of the names listed above are hangers on. Most of the real talent fled long ago — many to biotechs where they can make a real difference. Some to VC firms where they can make real money again. And others to leadership positions at Genentech, GSK, Amgen, and others. Ian Read and Joe Fescko and Martin McKay are nice men who along with former CEO Hank McKinnell are responsible for Pfizer’s decline. They need to go.
Christopher
Ed,
I would suggest that anyone leaving feedback about those named should be prepared to identify themselves by name too. It’s very easy to place unfavorable and unsubstantiated comments about individuals (who are unwittingly identified and named publicly) and so let there be equal disclosure on the part of the commentator.
XPFE
The “new” leadership team is, with one or two exceptions, a reflection of Ian Read’s posse. Ian is known to select by personal preference, not necessarily by what is best for the business and shareholders.
The top echelon of Pfizer vowed to overcome the mess McKinnell left but, as known by many insiders, they made things much worse and have no tangible results to show or even a vision to follow.
How much longer will this be tolerated by the BoD, or maybe the question is, how much longer should the BoD be tolerated?
Ed Silverman
Hi Chris,
This is really a policy question. Quite frankly, the comments section allows people to debate, discuss and sound off anonymously because we know that many folks may not do so otherwise for fear of their jobs. Like you, I would prefer people to ‘fess up and identify themselves. Unfortunately, some people will always take advantage of the situation. However, comments work both ways - some remarks are unfavorable and others are favorable. The first comment on this thread has something of both, for instance.
In any event, this policy applies to all items posted here, whether or not I take the rare step of encouraging comments or not. And this has been in play here since the site began, so there is nothing new taking place this morning. And we have posted a number of internal memos from companies that name people. In this case, by the way, these are all executives seeking influence and recognition within their organization. It is unlikely they are surprised that there is chatter about this new development. That said, we do our best to keep tabs on the comments.
Regards
ed
PYL
I apologize for not posting my name. I wish it felt safe to do so. But I want to echo Ed’s point. In my post-Pfizer role, I still work closely with a number of pharmaceutical executives at many companies (including Pfizer). And much as I would like to come clean with my name, it would be imprudent to say the list. That said, I can ensure you that I have no personal agenda with any Pfizer executives past or present. Most try hard and mean well. How they perform is another matter entirely, however. What Pfizer needs, in my opinion, is far more scientific leadership and less marketing/business leadership. Unfortunately, the company appears to moving in precisely the opposite direction. Indeed, just recently it was announced internally that the Clinical Development organization (post proof-of-concept) will be reporting into the commercial organization. This is a recipe for disaster.
JasonX
Just reading the names on this list alone tells me how international pfizer has become.
What happened to the good ol Tom’s, Frank’s, Charley’s, etc..
times have really changed at Big Litte Blue
I am Spartacus
I think it’s naive to expect that any name given by someone on the web is their real and true name. I could give you any number of names and you still wouldn’t know if it was me or not. Would you really feel you had gained more information about me if I signed Jim Smith rather than harpy? And why do you want to know anyway, Christopher - if that is your real name? Are you a cop? Do you want to chastise PYL? You want to tell him/her why he/she is wrong about the people on the list? Do it here in front of everybody. Names are meaningless on the interwebs.
Christopher
Oh Spartacus you are thick aren’t you. You miss the point entirely. I have no interest in chastising PYL or anyone else - that’s not up to me. But I do think it’s not particularly courageous to take pot shots at someone when hiding behind a pseudonym. Like yours for example. And yes, my name is Christopher.
Lichtstrasse 35
Big pharma companies have so many centralizations and de-centralizations, each branded by a consulting firm, and justified by using the similar reasons the same company used the last time they centralized or de-centralized. Let’s see…we need to get closer to our customers- time to de-centralize! We’re working too much in silos, nobody shares best practices, too much red tape - time to centralize! Not enough entrepreneurial spirit in the organization - time to de-centralize! Our processes have slowed, and it’s affecting our EBITDA - time to centralize! It’s “Groundhog Day” at 18 month intervals.
Lombardi
Kindler has established an internal gestapo unit of lawyers whose sole job is to harrass sales rep over what they may have said to doctors. This intimidation coupled with the elimination of sales support will adversely affect business. reps are afraid to talk about their products.
Malcolm Ross
Love it,
When teaching and consulting I absolutely love Pfizer…a text book case of how to consistently get it wrong and still survive in the special world of big pharma.
Thanks to all the anonymous posts who throw an in site on why it happens
Tonio
You don’t stick a knife in a man’s back nine inches, and then pull it out six inches, and say you’re making progress. Somebody else said that.
judy delaine smith
I only hope all of the pharma companys could feel the pain I feel after using celebrex for 2 years ,at the age of 53 yes thats fifty three years old I suffered a massive heart attack,had 2 surgerys and am sitting her with pain in my chest and cant take a deep breath because of pain over my heart.I hope and pray they all suffer as I have .
judy delaine smith
p.s thats my real name
Bob
Replace ‘Ian Read’ with ‘Dick Clark’ and ‘Our Path Forward’ with ‘Plan to Win’ and you have the same rhetoric that comes out of the Merck announcements. Big Pharma all want to outperform the competitor but they just cannot stop copying each other. Just years of habit I suppose…..
Jim Smith
And you’re naive to think that just because someone signs with a traditional first name, last name that it’s real - or that Ed could do anything to enforce such a policy.
Ger
PYL, Plead the Pfiz amendment!
Doug
Oh, dear Judy, cannot you accept that it was your time to have a heart attack? It’s either because of your lifestyle or your genes… why is that so hard to understand? Will you feel the same way after you have a stroke, having been on blood pressure medication for the last seven years? And why would you want someone else to experience the pain you supposedly feel? That’s not very kind.
Christopher
Dear Jim Smith/Spartacus/Harpy:
So I am naive and you are thick. That’s something I can live with and learn from. Remember Sir Winston Churchill and Bessie Braddock, then a fiery socialist who opposed his views?
Bessie Braddock: “Sir, you are drunk.”
Churchill: Madam, you are ugly. But in the morning I shall be sober.”
Anyway, I think we’ve made our points.
Ex-Pfizer with a grudge
They are all idiots. How is that for a summary! Some have talent like Simmons and Olson, but if they stay at the company and participate in the illegal activities and unethical practices, not to speak of the mismanagement by Read and his crew then they are equally at fault for the demise of a once great company.
Peck by the way is the biggest joke of all. Totally over her head!
Been There
“Grudge” is right.
When he led Eastern Eurpope for Pfizer (Human), Alaix came as close as anybody has to being fired for not carefully hiding Pfizer’s illegal and unethical business practices, including multiple violations of the Foreign Corrupt Practices Act. A Read sidekick, he was hidden away in Animal Health where such practices are more accepted and don’t often involve foreign government officials.
Brandicourt talks a good game when Read is not present, leading observers to believe that he is ethical, however he is yet another person in Ian’s presence. Survival, I guess.
Halfon is a dull bulb, a lap dog. That is the best I can say about him.
Henninger and Hill, representing Finance and Human Resources, are keepers of Ian’s secrets. They will stop at nothing to protect him and are summarily rewarded. I don’t know the whole story but I have it on good authority that they worked to support Hank McKinnell, Quentin Heim, Ben Valentini, Bob Brown, Jeff Kindler, Dudley Schleier, and others to bury part of of the Pfizer Japan leadership team for following senior management direction to bring that operation into legal (U.S. and Japan) compliance. I’ve heard that McKinnell was confident that they could continue as they had and didn’t want to risk losing business by reducing bribes and kickbacks, the natural course of business. I don’t know the individuals involved personally but I’m told that they were paid off and signed contracts not to disclose the facts. Shameful. The SEC and/or the Justice Department should investigate.
Some of the rest are the best of a sorry lot; others are good (e.g., Olsen, Simmons) and just hanging on too long. I don’t know Nicholson; I assume that he joined the company relatively recently without full information.
Michael Hubert
Reorganization for reorganization’s sake can create more disruption than value, but what’s different about this one? It places clear accountability for different parts of the company’s vast business under specific individuals. For the first time in many years, they have accountability and authority over their businesses—the results will speak for themselves. Would it be possible to withhold judgment until we see how these new leaders and their teams actually perform?
To call these leaders “Ian’s posse,” by the way, is hard to support with facts. Olivier Brandicourt came from Warner-Lambert and was hired at Pfizer by Mohand Sidi-Said, one of the Pfizer leaders who produced the great results in the 90s that PYL refers to. Pedro Lichtinger came from SmithKline’s animal health business and never worked in human pharmaceuticals until Jeff and Ian brought him into that business two years ago. Dave Simmons used to be in the steel industry before producing an outstanding record in Pfizer’s international business. Jean-Michel Halfon originally joined Pfizer 30 years ago but left and worked for Merck before returning to Pfizer years later. And Garry Nicholson just joined Pfizer from Eli Lilly earlier this year.
Lastly, it seems PYL has missed the fact that our Worldwide Research and Biotherapeutics and Bioinnovation Center remain wholly independent of our commercial organization. It is only after these research organizations have produced a compound proven to work in early stage development that the decision to invest hundreds of millions of dollars in late-stage trials shifts to business unit leaders. These leaders will have to live with the results of those decisions once the compound reaches the market. This shift means that the people responsible for deciding how much to invest in expensive late-stage trials also have the responsibility for selling the products those trials produce - medicines that patients need. I would suggest those new medicines, and the patients that they help, be the measure by which we are evaluated.
Michael Hubert
Pfizer
Been There
I’m sure that the reference to “Ian’s Possee” has nothing to do with their past but rather their relatively recent history. Their roots are immaterial to the point that was made by the author.
Anyone who truly knows Mohand Sidi Said not only knows the results that he acheived but also how they were achieved. Shame on Pfizer and its Board of Directors.