Leadership Principles & Operational Excellence
For a long time, pharmaceutical companies mostly laid stress on the training of specialists and technical aspects in their pursuit of Operational Excellence. This focus on methods and tools somewhat distracted from one of the most important success factor
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Leadership Principles & Operational Excellence Thomas Friedli and Ju¨rgen Werani
Loyalty is the big thing, the greatest battle asset of all. But no man ever wins the loyalty of troops by preaching loyalty. It is given to him as he proves his possession of the other virtues. Brigadier General S. L. A. Marshall (1947) (Men Against Fire) If he had thought that he was sent to perform an impossibility with the means given him, he would probably have informed the authorities of his opinion and left them to determine what should be done. If the judgment was against him he would have gone on and done the best he could with the means at hand without parading his grievance before the public. No soldier could face either danger or responsibility more calmly than he. These are qualities more rarely found than genius or physical courage. Smith (2002) U.S. Grant on General Taylor We had been fighting since Yom Kippur, almost two straight weeks. Since then, no one in the division had gotten any real sleep. Men dozed off in their positions during the occasional lulls or tried to catch an hour or two at night on the warm engines of tanks and armored personnel carriers. The entire previous night I had spent at our forward posts staring into a Starlight scope toward Ismailia, looking for signs of Egyptian movement. Now, despite the shelling, I couldn’t keep my eyes open. Wrapping my coat around me, I lay down in the sand next to my command APC. Already half asleep, I felt someone pull a blanket over me. Nearby a voice was shouting something, and I heard a soldier whisper hoarsely, Be quiet, Arik’s tired. Let him sleep. Sharon and Chanoff, A., 2001: Warrior: An Autobiography
T. Friedli (*) Institute of Technology Management, University of St.Gallen, St.Gallen, Switzerland e-mail: [email protected] J. Werani Schuh & Co, Komplexita¨tsmanagement AG, Langgasse 13, St.Gallen 9008, St.Gallen, Switzerland e-mail: [email protected] T. Friedli et al. (eds.), Leading Pharmaceutical Operational Excellence, DOI 10.1007/978-3-642-35161-7_21, © Springer-Verlag Berlin Heidelberg 2013
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T. Friedli and J. Werani
For a long time, pharmaceutical companies mostly laid stress on the training of specialists and technical aspects in their pursuit of Operational Excellence. This focus on methods and tools somewhat distracted from one of the most important success factors for a sustainable implementation: leadership. The importance of leadership has been notoriously underestimated. We will start this chapter with a short introduction to leadership, and then highlight the importance of leading the “right way” at all levels of an organization: from the OPEX specialists, over the OPEX leader in a plant and the plant leader himself to the responsible person for OPEX at a corporate level and the Top Management. We will build a leadership model helping us to put leading in an OPEX context, and will then discuss what kind of leadership is the most appropriate for a sustainable implementation of OPEX.
Leadership: An Introduction Wunde
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