Culture Leadership Pharmaceuticals Recruiting 
Management Consulted
DECEMBER 11, 2016
SIMON-KUCHER & PARTNERS INTERVIEWS & CULTURE. The firm has developed an impressive client list of many Fortune 500 companies from a variety of industries, but the majority of its business comes from pharmaceutical, healthcare, and medical technology firms. SIMON-KUCHER & PARTNERS CULTURE. The other key takeaway?
Management Consulted
MARCH 18, 2015
IMS HEALTH INTERVIEWS & CULTURE . By 1969 , they had proven themselves and were held as the gold standard in pharmaceutical market research in Europe and Asia. Under his leadership are seven others who form the IMS Consulting Executive team. IMS CONSULTING GROUP CULTURE . Exit Opportunities .
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Management Consulted
APRIL 11, 2016
IRI was kept intentionally small by its leadership, many of whom became founding principals at The Brattle Group, so that they could close their doors for a month at a time and take vacations together. . In healthcare, the firm focuses on the enormous and fast-growing sectors of pharmaceuticals, medical devices, and biotechnology.
Management Consulted
FEBRUARY 15, 2015
FTI CONSULTING INTERVIEWS & CULTURE. As an outgrowth of a multi-district pharmaceutical case, the firm formed its technology practice, specializing in e-discovery solutions and software. FTI’s Summer Internship program has met with great success for the company and is fast becoming their main source for full-time recruitment.
Harvard Business
JUNE 20, 2017
Culture is like the wind. For organizations seeking to become more adaptive and innovative, culture change is often the most challenging part of the transformation. But culture change can’t be achieved through top-down mandate. His leadership team began with a search for purpose.
Harvard Business
MARCH 14, 2017
In a recent Gallup poll , the pharmaceutical industry was the most widely disliked private industry, ranking even lower than lawyers. This may sound obvious, but it was in sharp contrast to typical patterns in the pharma industry of recruiting from within, resistance to new thinking, and sclerotic bureaucratic structures.
Harvard Business
DECEMBER 14, 2017
The result can be a culture of economy and quality that is very hard to replicate in the prevailing fee-for-service environment, where health professionals get rewarded for the volume rather than the value of services. The answer is far from certain, and the uncertainties differ for the two mergers.
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