Sess 20 - Roche Pakistan

B5899
t
os
Date: October 1, 2017
rP
JENNIFER CHATMAN
Roche Pakistan (A): Turning Around an Organization

Through Cultural Transformation
yo
Everything that we achieve is through our people.
So if we want to transform results, shouldn’t we
start by transforming our culture?
—F ARRUKH R EHAN , M ANAGING D IRECTOR R OCHE P AKISTAN

op
As Farrukh Rehan, the Managing Director of Roche Pakistan stepped out of his car in the
company’s common parking lot, he reflected on how much his organization had changed in his
first year as the Managing Director. Roche Pakistan, which had fewer than 100 employees1 and
moderate revenue, was in a “challenging” situation when 45-year-old Rehan first started on
March 1, 2016.
tC
Rehan (Exhibit 1) was hired in the Basel, Switzerland, Roche offices and his job was to secure
Roche Pakistan’s success in the midst of several challenges—a shift in product mix from
Virology to Oncology, imminent competition from several products about to enter the market, a
self-pay market where only a small percentage of the population could fully afford targeted
therapies for cancer, an organization that had suffered declining sales in Pakistan, and a decline in
employee morale and engagement.
No
Rehan decided that the first thing he needed to do was to transform Roche Pakistan’s culture
(Exhibits 2, 3, and 4): “Most companies fail despite having the right strategy because they
cannot effectively execute the strategy, because they don’t have the right culture.” His belief in a
philosophy of servant leadership also shaped this cultural transformation: “Earlier in my career, I
was very competitive and wanted to be number one in everything. It used to be about me and
showing I’m the best, but people started to resent me and I had some setbacks in my career,
Do
1
Forty-five percent of total employees were “front-facing” sales and marketing people and the remaining were back office employees.
Professor Jennifer Chatman prepared this case study with assistance from Case Writer Victoria Chang, as the basis for
class discussion rather than to illustrate either effective or ineffective handling of an administrative situation.
Copyright © 2017 by The Regents of the University of California. All rights reserved. No part of this publication may
be reproduced, stored, or transmitted in any form or by any means without the express written permission of the
Berkeley-Haas Case Series.
This document is authorized for educator review use only by MUHAMMAD TALHA SALAM, National University-FAST until Jan 2020. Copying or posting is an infringement of copyright.
[email protected] or 617.783.7860
ROCHE PAKISTAN (A) 2
t
which helped me learn that as a leader, my job wasn’t to be ‘Number One’ myself, but rather to
bring out the best in others.”
os
Thus beginning in 2016, Rehan decided to “keep our people at the heart of our efforts and the
center of our thoughts.” He and his team worked to engage employees, unite them behind
common goals, create a culture that encouraged speaking up, embrace diverse points of view, and
become an open, inclusive, and adaptable organization. By July 2017, Roche Pakistan’s culture
had changed in a positive direction and business performance followed.
rP
Roche and Roche Pakistan Background
Roche Pakistan was based in Karachi (with sales offices in two other major cities, Lahore, and
Islamabad—referred to as South, Central, and North). It was an “affiliate” of the Roche Group
that was founded in 1896 in Basel, Switzerland (under the holding company, Roche Holding AG,
still based in Switzerland). Roche “creates innovative medicines and diagnostic tests that help
yo
millions of patients globally.” It was the largest biotechnology company in the world with $50
billion in revenue for the 2016 fiscal year. U.S.-based biotechnology company Genentech was a
subsidiary of Roche; U.S.-based Ventana, a tissue-based diagnostics company, was owned by
Roche; and Japan-based Chugai Pharmaceutical was controlled by Roche (who owned 62 percent
of the company).
Olaf Schulzeck, Roche’s General Manager of the Middle-East II Region described Roche
op
Global’s corporate culture: “Our corporate culture is focused on our people, and Roche sees
decentralized decision making and strong employee engagement as a key success factor—good
for employees, our business, and ultimately the patients we aim to help with innovative
medicines.” He added: “We know that many things influence an employee’s engagement such as
health and well-being, having a leader who is a role model in living up to our values and
leadership commitments, as well as having the support to develop careers, the tools to do a good
tC
job, and being recognized for achievements. Guided by these values, our culture is open, honest,
ethical, and genuine.”
The hiring of Rehan and Pakistan’s cultural transformation fit in with Roche’s greater strategy
and culture, according to Schulzeck: “I believe the positive development in Pakistan is also a
result of our overall efforts across Roche to select leaders and strengthen leadership based on a
genuine interest in our employees, trust, empowerment, and acknowledgment. It was not easy to
No
identify the right leader with the right mix of experiences, and even more importantly, the right
mindset that our team needed in order to create a substantial cultural transformation, but knowing
that leaders make a huge difference for an organization’s success, we invested a lot of time and
effort in the recruiting process and we did not want to compromise on this decision.”
When Rehan first joined Roche Pakistan, the company had three Business units: Oncology,
Specialty, and Virology. The Oncology Unit had multiple products that were key growth
drivers—one focused on breast cancer (Herceptin), another focused on lymphoma (Ristova®2),
and a third that could be used for many cancers such as lung, brain, ovarian and colorectal,
Do
amongst others (Avastin®). The Specialty Unit had three therapeutic areas: bone care
(Bonviva®), arthritis (Ristova® and the newly launched Actemra® for rheumatoid arthritis), and
2
Called Rituxan® in the United States and Mabthera® in the rest of the world besides Pakistan.
t
anemia and transplant. The Virology Unit had one major product (Pegasys®) which was
declining in sales due to the arrival of newer therapies. Most of Roche Pakistan’s medicines were
os
costly targeted therapies, not mass-market ones such as those for allergies or blood pressure
where a company sold millions of packs of products a year. There were no equal or equivalent
products for Herceptin®, Ristova®, or Avastin® in the marketplace, although competitors were
on the horizon.
Until 2013, Virology contributed the majority of the revenue, but at the time of the case, Virology
rP
wasn’t generating much revenue while Oncology generated the majority of the organization’s
revenue and Specialty generated the remainder. Roche Pakistan had not launched a new product
in a number of years, but several products in Oncology and in Specialty were in various stages of
regulatory approval and their successful approval and launch was critical to meeting patient
needs, as well as to grow Roche Pakistan’s business.
Pakistan and the Pharmaceutical Industry: Challenges and Opportunities
yo
Pakistan, officially called the Islamic Republic of Pakistan, is located in Central and Western
Asia and is the world’s sixth largest country in terms of population (201 million people). The
country is bordered by India to the east, Afghanistan to the west, Iran to the southwest, and China
to the northeast. The capital is Islamabad and Pakistan’s largest city is Karachi. Though wheat
production is still important, over time, Pakistan’s economy had gradually shifted from an
agricultural economy to a service economy. The export textile industry had also grown over
op
time, with Pakistan being the eighth largest exporter of textile products.3 Pakistan is a developing
country with 24 percent of the population living below the poverty line. Per capita income is only
$1,600 per year.
Pakistan is a Parliamentary democracy, with active political parties and regular elections, but it
has experienced significant political turbulence over the years. Several times in its history, the
tC
Military has taken direct control of the government. Frequent changes of government and many
other issues have led to challenges in healthcare, infrastructure, education, and services.
Healthcare is of low quality and higher-quality medical care is available only to the middle class
and above,4 with about half of the population living in rural areas having no access to modern
medicines.5 Large public sector hospitals are overcrowded and have shortages of specialists.
Higher-quality private hospitals and clinics are present in the cities but can only be accessed by
those who have the financial means, or the small number who are covered by private insurance.
No
The country also does not offer public access to health insurance. Instead, most Pakistanis pay
for their healthcare out-of-pocket, a key reason for the small size of the pharma industry. People
who worked at multinationals, the military, or in the government generally had health insurance,
but they were in the minority. In 2015, Pakistan’s government launched a National Health
Program for its poorest households (families that made less than $2 per day) who received certain
health benefits. However, this program was at a pilot stage with coverage available in select
areas to a limited number of patients.
Do
3
https://en.wikipedia.org/wiki/Pakistan
4
https://www.quora.com/Pakistan-How-is-the-healthcare-system-in-Pakistan
5
http://www.ppma.org.pk/Profile/pakistan-pharmaceutical-industry/
t
“The biggest challenge we, and all pharma companies face in Pakistan is cost and access—the
price of medicine is not affordable for the majority of patients in Pakistan,” said Abdus Samad,
os
Director of Regulatory Affairs at Roche Pakistan. Pharma companies such as Roche Pakistan
were working toward forging new partnership models with the government, charities, and NGOs6
to increase access to drugs, but faced many challenges. Samad said: “If a patient can’t afford
Roche’s medicine, he or she could prepare an application explaining that they need this care but
can’t afford it and then submit the case to Pakistan Bait-ul-Mal (PBM) hoping the PBM will
approve a fixed amount to the patient. Sometimes the funds get approved, and sometimes the
rP
PBM does not have funds or the patient does not meet the approval criteria.”
PBM was the largest autonomous government charity organization/fund established in 1991 to
contribute to poverty alleviation by providing assistance to the poor, widows, orphans, invalids,
and other needy people. Sometimes NGOs helped pay for a portion of healthcare as well. “But
NGOs often don’t have that much money,” said Mahrukh Awan, Sales Manager in an Oncology
Business Unit. Rehan said on access: “The question is whether we will be able to help support
yo
improvement in the access environment in terms of more public sector investment in specialized
medicine treatment like cancer in the future so that three to five years from now it’s the norm that
a lot of patients get support from the government in the treatment of cancer.”
Some attributed Pakistan’s challenging healthcare environment and lack of access to medicine
and therapies to low government health spending, management difficulties, and high regulations.
According to the World Bank, total spending on health care in Pakistan was just 2.6 percent of
op
GDP, of which government spending was only 0.4 percent of GDP. (compared to the U.S.’s 17.1
percent of GDP on healthcare in 2014, for example).7 As a result, Pakistani pharma companies
essentially acted as manufacturing, repackaging, and sales and marketing companies since R&D
on medicines was nearly non-existent in the country.8 Pharma spending accounted for less than
one percent of the country’s GDP, compared to countries such as China and India who invested
more heavily in research facilities and on creating a culture of R&D.9 Despite the limitations,
tC
patient need continued to drive growth: the pharma industry in Pakistan was valued at $3.1 billion
in 2017 with a projected 15.69 percent CAGR.10
Over the past decade, the system of governance for health services had faced many changes.
Prior to 2010, the Ministry of Health regulated drug manufacturing and pricing, along with the
provision of health services and policies. In 2010, though, Pakistan’s constitution dissolved the
Ministry of Health and shifted administrative and regulatory powers related to health services to
five provincial health departments. After two years, however, the DRAP Act of 2012 re-
No
established federal jurisdiction because the provincial governments lacked the resources and the
administrative infrastructure to manage Pakistan’s health service delivery system in the most
optimal way. At that time, the federal government also established the Drug Regulatory
Authority of Pakistan (DRAP—an FDA-like body) to handle pharmaceutical evaluations and
registration, licensing of manufacturing facilities, quality assurance and lab testing, pricing, and
more.
Do
6
A non-governmental organization (NGO) is a not-for-profit organization that is independent from states and international governmental
organizations.
7
http://data.worldbank.org/indicator/SH.XPD.TOTL.ZS?end=2014&start=2014
8
https://tribune.com.pk/story/231549/research-in-pharmaceutical-sector-pakistani-companies-lag-behind-their-indian-chinese-counterparts/
9
http://www.ppma.org.pk/Profile/pakistan-pharmaceutical-industry/
10
http://health-asia.com/conferences/2014/Presentations/Day1/PharmaConvention/02-Nasir-javaid.pdf
t
Prices of pharma products were set by the government (it used the average of drug prices in India
and Bangladesh—which were usually very low), not allowing “the pharma industry to increase
os
prices of even those drugs whose costs have gone up by more than 100 percent,” said Ayesha
Haq, Executive Director of the Pharma Bureau.11
A major challenge was that DRAP was still ramping up its drug regulatory capabilities, so drug
approvals timelines varied, and the new complex biologic drugs could be challenging in terms of
expertise. Once products had completed the review at DRAP, they were routed to the Federal
rP
Cabinet, which had to sign off on new drug approvals.
Another industry challenge was that over the past 10 years, local generic drug manufacturers had
increasingly captured market share in the pharma market. Roche Pakistan faced another
imminent competitive challenge in the form of soon to be launched Biosimilars. Roche’s leading
Oncology products are Biologics (Biologics are defined as very large, complex molecules, or
mixture of molecules, often produced using live organisms and recombinant DNA technology).
yo
Unlike small molecules, Biologics are very hard to replicate, and are very sensitive to the smallest
change in the manufacturing process. The first Biosimilars of Roche Biologics were expected to
be launched in Europe in 2017, following regulatory approval by the European Medicines
Agency (EMA).
Day One: Determining Key Challenges

op
When Rehan first arrived, he knew he would face challenges. After a few intense days of
meetings with the Business units and departments, and many employees, he quickly mapped out
the company’s challenges. First, the organization had declining sales mostly due to an
overreliance on the Virology Unit’s product, Pegasys® (an injection-based treatment for Hepatitis
C), which had reached the end of its life cycle. Virology had been Roche Pakistan’s main area of
business until a tablet for Hepatitis C (sofosbuvir by Gilead Sciences) became the standard of
tC
care. This treatment paradigm shift occurred in 2013 and thus Pegasys® was no longer marketed
actively. Noman Gul, Product Manager in the Specialty Unit said: “Virology used to contribute a
majority of Roche Pakistan’s revenue and we were the market leader; we weren’t prepared for the
paradigm shift in Pakistan.”
Second, Roche Pakistan had a relatively new medical team, which had to be ready for a major
internal medical audit scheduled for the end of the year (PDQA audit or Product Development
Quality Assurance, conducted by internal global Roche people).
No
A third challenge was that Roche Pakistan did not have an Access Program for patients. An
Access Program could help patients determine coverage, offer patients assistance (in the form of
subsidized medicines from Roche), or make medicines available through a partnership between
Roche and a government organization or an NGO. Particularly in a self-pay market like Pakistan,
an Access solution could bring Roche products within reach of more patients and bridge the
affordability gap.
Do
A fourth challenge was an internal re-organization and restructuring of the business that was
needed due to Virology’s business decline.
11
http://dailytimes.com.pk/business/06-Jan-17/problems-faced-by-pakistans-pharma-industry
t
A fifth challenge was the expected approval and launch of new competitors of Roche’s key
Oncology brands—which so far had not faced such competition. It was essential to develop
os
competitive readiness within the commercial team, according to Rehan.
There were also leadership and cultural challenges—there were vacancies in Roche Pakistan’s
Leadership Team (LT), and it had taken time to recruit a new leader (Rehan). The rapid shift in
the Virology business, and the uncertainty about the future direction of Roche Pakistan was
concerning for many employees. Finally, lack of business growth meant that there had been
rP
limited career opportunities for employees, which had led to a high turnover in the recent past.
Week One: Focusing on Culture

During his first week, Rehan continued to probe more deeply, walk around the office, and ask a
lot of questions. The Head office did not have an open floor plan, and was composed of many
small individual offices on several floors connected by narrow corridors. Rehan observed that
yo
most doors to individual offices were kept closed, and there appeared to be few cross-functional
interactions (Exhibit 6). He also observed that people were very deferential towards seniority
and authority (common in Pakistan companies). Rehan said: “During meetings, there wasn’t
much of a debate around topics at all—the word of the more senior person seemed to be final.”
Rehan asked his assistant to place feedback boxes in all three offices and solicited anonymous
input to determine what to focus on in the upcoming town hall meetings (one in each region).
op
Several themes emerged: “People had a lack of clarity about the future direction of the company
in Pakistan, and some felt they were not heard.” One feedback note said: “For robust growth, we
need visionary leadership. This is the time to work on mega projects. Our leaders need to inspire
and motivate us with a clear vision for the future of Roche Pakistan.”
Such early feedback made Rehan realize that the real problems were not missed targets or lack of
tC
competitive readiness; but what was needed was a new culture of servant leadership and
employee empowerment. Once employees and leaders of Roche Pakistan were on the same page,
tackling the many external challenges would be far easier, according to Rehan. He decided to
make this theme his focus in his upcoming town halls (Exhibit 7).
The First Town Hall Meeting: Hierarchy of Ideas

No
Nine days after joining Roche Pakistan, Rehan told his employees at his first town hall meeting:
“What am I hoping to build with you? The right culture. With the Leadership Team and your
help, I seek to create a culture where egos, grudges, and silos are checked at the entrance gate,
and inside there is a world of trust, openness, ideas, collaboration, recognition, and reward—
allowing us to make a great positive impact: on patient lives, on the Roche business, and on our
careers.”12
Rehan had been thinking about Pakistan and Roche Pakistan’s hierarchical culture—one where
people addressed senior people by title such as Mr., Dr., Sir, Boss, or Sahib,13 and one where
Do
employees didn’t challenge senior people. “At meetings at companies in Pakistan, junior people
wouldn’t bring up ideas or challenge anyone in a room of senior people,” said Hafsa Shamsie,
12
Farrukh Rehan, “An Invitation to Lead,” March 9, 2016.
13
A word of Arabic origin to refer to seniors, can be translated as Mister.
t
Finance Director. Junior people would even stand up when senior people entered a room. Rehan
felt that this impacted the business, and he wanted to start by removing these cultural and
os
physical barriers to speaking up and challenging ideas and authority. Thus at his first town hall
meeting, he addressed these issues: “I told the audience that I believed that all of us were equal
and the only hierarchy that mattered was a hierarchy of ideas. I told them that their role was to
serve patients and the role of leadership was to serve the employees.” At the meeting, in a
complete departure from Pakistani cultural norms, he asked people to start calling each other by
their first names. Also at the meeting, Rehan asked that all doors always remain open and that no
rP
one needed permission to enter any office.
Despite his efforts, employees struggled to call Rehan and others by their first names. After
numerous gentle reminders, he decided to accelerate this change by initiating a “departmental
contribution” system that he announced at the third town hall meeting in June 2016. For the next
two weeks, people could practice, but after that, if employees forgot to call each other by their
first names, their department would be asked to contribute CHF14 250 for every instance. After
yo
another two weeks, the contribution increased to CHF 500 and after that, CHF 1,000. All funds
collected would be donated to charity. Rehan said: “I told people that if you cannot call me by
first name, how will you be able to challenge me? I gave the 1997 Korean Airlines crash in
Guam as an example where the co-pilot disagreed with the pilot but didn’t say anything and the
plane ended up crashing.” Wahaj Saeed, Specialty BU Head commented: “The contribution
system got a lot of laughs, but also got the message across; we needed to embrace change and
challenge ourselves and each other to develop a truly open culture. Calling each other by our first
op
names became a standard practice in Roche Pakistan well before the end of 2016.”
Making the “Actions Match the Words”

After the first town hall meeting, Rehan asked a Medical Manager for feedback about what he
had said. Rehan recalled: “The young Medical Manager thought my ideas were good, but he told
tC
me that he wasn’t sure how practical they were. He challenged me by asking, ‘even if you are
sincere about being a servant leader, what if others below you have no intention of changing
themselves? You can’t be in every office and cubicle to monitor how leaders down the line will
treat their people?’” This was a very insightful comment, and helped Rehan focus on “actions
that matched his words” through numerous initiatives. It also emphasized to Rehan that he
needed to build a leadership team that completely supported the cultural transformation journey
as his top priority (Exhibit 8).”
No
Identifying Future Leaders

During his early months, Rehan continued to have meetings with employees at all levels, but was
particularly interested in the layer just below the LT. In April 2016, he brought together these
employees to an offsite meeting. Attendees included sales managers, product managers, medical
managers, and others to brainstorm on how to bring more growth to the business. “I had noticed
that these people seemed really willing to embrace and adopt new ideas related to the culture,”
said Rehan. “This meeting gave me the chance to observe people interacting without their direct
Do
managers and some of these people eventually became our BU Heads.”
14
Swiss franc.
t
Increasing Interaction and Communication
os
Rehan’s other meetings included dinner with employee talents, lunches with groups of employees
from different departments, as well as constantly walking around the office. There were also
town halls organized on a monthly basis, and a blog to communicate with all employees. He
said: “I hoped that through repeated interactions and through following up on our discussions
with clear actions and extensive communication, employees would trust management.” Danish
Siddiqui, Onco BU 2 Head said: “Through all of his efforts, Farrukh set an example in the
rP
industry that the leader can be very much available to employees.”
Making Leadership Team and Structural Changes

Within the first few months, Rehan started making important LT changes—a new Medical Head
was hired in July 2016, the first woman to join the LT (discussed below). He also hired the new
Finance Director in August, who would be the second woman to join the leadership team. Later
yo
in the year, another young leader was promoted to become the Compliance Officer and she was
the third woman on the leadership team. Another leadership change Rehan made was to shift the
long-serving and capable Oncology Head to the role of Regulatory Affairs Head in order to
utilize his knowledge and experience in the critical task of interfacing with DRAP for drug
approvals.
Rehan also made major structural changes within the organization. He and his team made a bet
op
that by investing more focus and resources in Oncology, the Medical department, and on Access,
they could accelerate growth in Oncology, compensate for the loss of the Virology business, and
become better prepared for competition. Thus Oncology was split into two Business Units: Onco
1 (breast cancer and the drug Herceptin®) and Onco 2 (Hematology and the drug Ristova®) and
each of the Onco teams were expanded to provide more coverage to doctors. The Specialty Unit
remained mostly the same.
tC
As a result, several new opportunities emerged for employees. Not only were new BU heads
appointed, but each unit now had its own team of product managers and sales managers, and a
completely new Access team was created. “Almost all these positions went to talented people
within the organization, and this generated a lot of excitement and confidence among
employees,” said Rehan.
No
Despite these new opportunities, the Virology unit still needed to be closed, affecting the jobs of
several Virology employees. Rehan worried how that would impact the affected employees and
the rest of the organization. He decided to invite all the employees who were being offered
severance packages to Karachi and to meet with them personally. Rehan explained: “I felt that it
was important to treat these colleagues with the same respect and appreciation that we espoused
for our employees who would stay with us. I decided not to use a PowerPoint presentation for
my talk and started the meeting with one statement: ‘We care about our people and we will aim to
treat you right—with respect and dignity.’ I shook hands with each person, thanked them for
their service, and told them that this closure was not their fault—rather the environment had
Do
changed and the organization needed to change with the times. HR explained the severance
package and support they would receive and all employees agreed to the separation. At the end
of the meeting, nearly everyone came to us and thanked us for the way we had been transparent
and had treated them with respect. Many hugs were exchanged and employees left on good
terms.”
t
Rehan made sure to circle back to all other employees in a town hall the very next day, explained
the reason why, and was “relieved to see employees accept and understand the change.”
os
Empowering Women and Increasing Workplace Flexibility
A key priority for Rehan was to empower women in the workplace because he felt that there were
many qualified women and much untapped talent in Pakistan.15 He also felt that it was important
to bring a diversity of thinking, style, and approach into the LT and the middle ranks.” One
rP
major initiative was Roche Pakistan’s first Women’s Forum in May 2016 where he met with all
the female employees and listened to their concerns and needs. This Forum emerged due to an
employee telling Rehan that she was thinking about leaving due to the challenges of working and
having a newborn.
At the Forum, the women asked about the possibility of women in senior sales roles or as
commercial leaders at Roche Pakistan and Rehan emphatically said, “Yes.” Based on feedback,
yo
the organization implemented flex time and transportation for those women who did not have
company cars. “These simple things go a long way and make people feel valued,” said Khadija
Ansari, Compliance Head. Rehan added: “Our aim is to create an environment where women
don’t have to make a choice between home and work.”
Creating a Culture of Inclusive Decision Making

op
Throughout town hall meetings, Rehan had received feedback from sales team members,
expressing challenges on how they operated and worked. His solution was to form a team of
sales people who would gather feedback from all sales associates and then propose how they
should work—“in essence, why not let the sales team design their own working environment?”
asked Rehan. “The only condition being that sales targets could not be changed.”
tC
This initiative, called Optimus, launched in September 2016. “The excitement amongst the team
was huge,” said Khurram Nawaz, Head of Onco BU 1. “The sales team felt truly empowered.”
Based on the recommendations of the team, Roche Pakistan shifted its work week for the sales
team from a six-day work week to a five-day one (so that it mirrored the rest of the staff’s work
week), becoming the only pharma company in Pakistan to have a five-day work week for field
staff. This move was hugely welcomed by the sales team who now had the time to “have a life
beyond work,” as one sales person described the impact to Nawaz. Although some sales people
No
continued to visit doctors and health care providers on Saturdays, “they said they liked not being
expected to be in the office or seeing customers on a Saturday that they could have seen on any
other day of the week,” said Nawaz. Other things were adjusted as well, such as the over-
frequency of morning meetings.
Another similar effort, Osmosis, was launched in late September 2016. Osmosis was a cross-
function and cross-company initiative where an advisory board of both office-based and field-
based employees was created to work with HR to address employee related issues. Ansari said:
“This process was a complete two-way communication, meaning we had discussions about what
Do
15
Only 28 percent of women in Pakistan were in the workforce, placing it in the bottom 10 countries around the world. This low rate of female
employment was due to cultural discrimination of women and low education rates. Even in sectors where there were high percentages of
qualified women, there were low rates of employment. For example, 63 percent of medical students in the country were women, but only 23
percent of registered doctors were women (due to household responsibilities).
t
might work and what wouldn’t. Every suggestion was not accepted, but everyone felt involved
and empowered.”
os
Reducing Hierarchy: Parking and Other Issues
To reduce hierarchy, the team organized a “Service Staff Recognition Day” in May 2016 where
janitorial and contractual staff were served lunch by LT members. Rehan said: “I was trying to
convey that I was serious about servant leadership and about reducing the gap between the
rP
leaders and employees. In a hierarchy-conscious society like Pakistan, this is not the norm.”
In addition, Rehan and his team wanted to resolve the longstanding issue of limited parking in the
Karachi office. Due to space limitations, only 20 cars could park in the gated office compound
and those were reserved for senior managers or the LT. All other employees needed to find
parking on the neighborhood streets, which sometimes led to theft (of sound systems, for
example).
yo
In November 2016, the once-exclusive parking lot for senior executives was converted into a
sports area with ping pong tables, badminton, and other games. Negotiations with the landlord
next door led to common parking for everyone, including the senior executives. The goal of these
changes was to create a “one team” message. “Now, at lunch or after hours, there’s a lot of
networking happening because people are playing ping pong together,” said Asma Kamran,
Medical Head at Roche Pakistan.
op
Throughout the year, there were many other hierarchy-reduction efforts. At Roche Pakistan’s
annual meeting in January 2017, the deluxe/VIP hotel rooms were assigned to the top performers
while senior leaders stayed in standard rooms. When the hotel tried to give a free upgrade to a
deluxe room to Rehan, he declined because he wanted to communicate to the sales team that
when they are together for a meeting, the more senior person shouldn’t get special treatment
tC
simply because of his or her position.
Leadership Development Series

With a new structure and new leaders in place, Rehan next focused on ensuring that the right
leadership approach was cascaded and adopted in the organization. In October 2016, Rehan
launched an off-site meeting called the Leadership Development Series (LDS) where all Sales
No
Managers and BU Heads were brought together to have a “mind-meld.” He prioritized these
leaders because ambitious growth results rested largely on their shoulders. He wanted to make
sure that these new leaders “were sold on servant leadership and people-centricity,” said Rehan.
The meeting lasted three days with modules called Self, Team, and Business. “I thought about
hiring someone to run this course, but decided to design and run it myself with the help of the BU
Heads because I wanted to transfer as much of my approach to leadership, my international
experience, my learnings and my career journey as I could. I emphasized that the job of leaders
was simply to unleash the potential within our people (and perhaps to guide them a little bit in the
Do
beginning). Then people take over and deliver beyond our expectations if they trust us and if they
are empowered by us.” Rehan added: “I only had one request for the participants—to share what
they had learned with all of their teams, and to become advocates and partners with me in this
new culture.”
t
The Self module was a chance for participants to focus on themselves and their inner journeys.
Participants shared their own powerful stories and backgrounds and appreciated the experiences
os
of their colleagues. People noted that it was so different to talk about themselves rather than sales
targets, which is what they were usually focused on. “It was such a powerful and emotional
experience,” recalled Nawaz. He believed that the LDS had a very positive effect on the sales
team. We never discussed targets, but the numbers were a simple by-product of trusting our
people,” he said.
rP
Rehan planned to design a similar Series for product managers, finance people, and others in the
future. He said: “The challenge is that there’s so much coming at us with such speed, that I may
not be able to devote so much time to this on an on-going basis.”
Creating a Culture of Celebration

Another area of focus was creating a culture of celebration in general and of celebrating
yo
excellence. One of the cultural changes at Roche Pakistan was the increase of simple “thank
you’s.”
Teams also had more celebrations such as going out to dinner and the Independence Day
celebration in August 2016. By walking around and chatting with employees Rehan learned that
employees had been requesting a small budget to organize an Independence Day celebration in
previous years, but were told “the organization is under cost pressure and could not spare any
op
budget for non-essential activities.” Rehan said: “When I heard about this, I knew we needed to
make this change. I asked our vocal and active younger people to organize a celebration. People
dressed in green and white and we had a great party with songs, confetti, and food and I got to
raise the flag which was special. By empowering a small team of employees and spending a little
bit of money, we had a big impact.”
tC
Roche Pakistan also created a gold medal for outstanding service, organized other celebrations for
key events, and made it a priority to promote from within.
The New Medical Team

One of the areas of Rehan’s focus was to further enhance medical capabilities at Roche Pakistan,
and develop and integrate the relatively new Medical team in time for the impending internal
No
medical audit in less than six months. “For the first few weeks, I prioritized cultural change and
other burning issues.” said Rehan. But over time, as Rehan got more exposure to the small
Medical team, he decided to recruit a new Medical Head from outside who would bring passion
and a sense of urgency to the mission. In June 2016, he hired Dr. Asma Kamran, a “dynamic and
passionate medical professional”—who also happened to be nine months pregnant at the time she
joined. Kamran cited the flexibility of Roche Pakistan’s culture as one of the reasons she joined
and the reason she believed she and her team could succeed: “I was nine months pregnant when I
was looking for a job and it was difficult to get a job but Farrukh took a chance on me. Roche
Pakistan gave me a lot of flexibility to work from anywhere so initially I worked two days at
Do
home. Other companies talk about flexibility but it’s only on paper. Here it’s really happening.”
Kamran had quite a challenging task in front of her—the amount of work that was needed to
review and prepare for a full medical audit was “considerable.” Moreover, Kamran had a
newborn at home, was at a new company, and was a new leader of a team that was comprised
mainly of junior professionals who had never prepared before for such an audit.
t
Fully succeeding in this audit was not only expected of Roche Pakistan, but was also a pre-
os
requisite for launching any new patient-centric initiatives such as the Access program. “This was
Farrukh and my message to the team,” said Kamran. “The audit was critical because success in
the audit would mean that we would be able to launch Access programs, which would mean that
many patients who could not afford our medicines would be able to. It was not about succeeding
in an internal process. It was about making it happen for patients.”
rP
Kamran and her team members only had six months to gel as a team, and be fully prepared for the
audit. Rehan formed a steering team of senior leaders including himself who would meet to
support the Medical team in any way needed. “This sent the message that the audit wasn’t just
the Medical team’s responsibility, but everyone’s responsibility,” noted Kamran.
“Despite the messages and support, the initial steps were not easy for the seven-member medical
team, there was confusion about responsibilities, and a steep learning curve for some of the team
yo
members,” said Kamran. To enable teamwork, the team was relocated to a large conference
room, which was to be their new home till the completion of the audit. This led to new levels of
collaboration. LT members stopped in daily to show commitment and to offer assistance and
support. Lunch was served in the meeting room and people had cars available to take them home
if they were working late. Over the six-month period, the medical group forged into a unified
team, worked hard, and gave their best, according to Rehan. “We could not tell people to do
this,” said Rehan. “They did this because they felt a shared sense of mission and culture that we
op
had been working hard to create.”
As a result, Roche Pakistan fully succeeded in its internal audit. Kamran said: “I was given a lot
of freedom and flexibility to do things the right way with a lot of support. That’s how we were
able to pull it off despite me being a new mother, new to Roche, and a new leader of a mostly
new medical team. Rehan reflected: “This was a great test of us coming together as an
tC
organization and was an example of the new culture and servant leadership really working.”
Focusing on the Strategy

Once Rehan had made some progress on transforming the culture, by the end of August 2016 he
felt it was necessary to start laying out a clear strategy—to accelerate growth in Oncology and in
Specialty through four pillars:
No
1. Competitive Readiness: Field force Readiness to compete with new

entrants;
2. Access: Creating innovative solutions to make our drugs more affordable
for patients (patient support programs, collaboration with government
agencies and NGOs, and encouraging government to cover cancer
treatments);
3. New Product Launches: Ensure timely registration of new products
followed by successful launches;
Do
4. Medical & Commercial Excellence: Developing our Medical Affairs

team and increasing the capabilities of our commercial team to ensure
best in class engagement with our customers.16
16
Interview with Farrukh Rehan.
t
Rehan and his team introduced the new strategy at a town hall meeting. He told the audience:
os
“From now on, there had to be a clear line of sight between our strategy and our actions. If they
did not match, employees had to call out senior management and help us fix things. Our new
culture would be the foundation on which these strategic pillars would stand.”
The Future
rP
As Rehan chatted with his fellow Roche Pakistan employees while walking from the common
parking lot to their office, he felt a deep sense of gratitude for what he and his people had
achieved in his first year as the new Managing Director (Exhibit 9). He and his LT had
undertaken “multiple interventions simultaneously” in terms of cultural change. He firmly
believed that: “Whatever success was in store in the future, our culture will help us get there.”
Even as Rehan greeted his colleagues, feeling proud of Roche Pakistan’s initial successes, he
knew his job was far from done.
yo
op
tC
No
Do
t
Case Discussion Questions
os
1. What are the key internal and external challenges facing Rehan and Roche Pakistan?
2. Identify and evaluate the key cultural transformation initiatives Rehan launched in 2016
and evaluate Rehan’s decision to start by changing Roche Pakistan’s culture. Is the
culture he created effective—why or why not? Is it sustainable?
rP
3. What are the key challenges for the Roche Pakistan organization going forward?
4. How might Rehan and his team overcome those challenges?
yo
op
tC
No
Do
t
Exhibit 1 Farrukh Rehan Background, Core Values, and Beliefs
os
rP
yo
op
tC
No
Source: Roche Pakistan.

Do
t
Exhibit 2 Farrukh Rehan’s Initial Solution
os
rP
yo
op
tC

No
Do
t
Exhibit 3 Roche Pakistan’s Vision
os
rP
yo
op
tC
No
Do
t
Exhibit 4 Leadership Team Commitments and Expectations
os
rP
yo
op
tC
No
Do
t
Exhibit 5 Leadership Team and Independence Day Celebration
os
rP
yo
op
tC
No
Do
t
Exhibit 6 Culture
os
rP
yo
op
tC
No
Do
t
Exhibit 7 Roche Pakistan Office Building
os
rP
yo
op
tC
No
Do
t
Exhibit 8 Roche Pakistan’s “Way of Working”
os
rP
yo
op
tC
No
Do
t
Exhibit 9 Timeline of Key Events
os
March 1, 2016 Farrukh Rehan joins Roche Pakistan
Week of March 9, 2016 Town Hall meetings in Karachi, Lahore, and Islamabad
March 2016 Roche Unlimited (layer below the LT) Offsite
rP
May 2016 Service Staff Recognition Day
May 16, 2016 First Women’s Day Forum
June 2016 New Medical Head hired (first woman on LT)
yo
July 2016 Virology Business Unit shut down
July 2016 New Onco 1, Onco 2, and Specialty BU Heads promoted

from within
August 2016 New Finance Head hired (second woman on LT)

op
September 2016 Optimus and Osmosis implementation
October 2016 New Compliance Head promoted (third woman on LT)
October 2016 Leadership Development Series

tC
November 2016 New Parking for employees implemented
November 2016 PDQA Audit begins
February 2017 Second Women’s Forum

No
June 2017 GEOS 2017 results announced
July 2017 New HR Head hired (fourth woman on LT)

Do

Sess 20 - Roche Pakistan

Uploaded by

Copyright:

Available Formats

Sess 20 - Roche Pakistan

Uploaded by

Document Information

Copyright

Available Formats

Share this document

Share or Embed Document

Sharing Options

Did you find this document useful?

Is this content inappropriate?

Copyright:

Available Formats

Sess 20 - Roche Pakistan

Uploaded by

Copyright:

Available Formats

B5899

Roche Pakistan (A): Turning Around an Organization

—F ARRUKH R EHAN , M ANAGING D IRECTOR R OCHE P AKISTAN

Pakistan and the Pharmaceutical Industry: Challenges and Opportunities

Day One: Determining Key Challenges

Week One: Focusing on Culture

The First Town Hall Meeting: Hierarchy of Ideas

Making the “Actions Match the Words”

Identifying Future Leaders

managers and some of these people eventually became our BU Heads.”

Making Leadership Team and Structural Changes

Creating a Culture of Inclusive Decision Making

simply because of his or her position.

Leadership Development Series

Creating a Culture of Celebration

The New Medical Team

Focusing on the Strategy

1. Competitive Readiness: Field force Readiness to compete with new

4. Medical & Commercial Excellence: Developing our Medical Affairs

4. How might Rehan and his team overcome those challenges?

Source: Roche Pakistan.

Source: Roche Pakistan.

Source: Roche Pakistan.

Source: Roche Pakistan.

March 2016 Roche Unlimited (layer below the LT) Offsite

May 16, 2016 First Women’s Day Forum

June 2016 New Medical Head hired (first woman on LT)

July 2016 New Onco 1, Onco 2, and Specialty BU Heads promoted

August 2016 New Finance Head hired (second woman on LT)

October 2016 New Compliance Head promoted (third woman on LT)

October 2016 Leadership Development Series

November 2016 New Parking for employees implemented

November 2016 PDQA Audit begins

February 2017 Second Women’s Forum

June 2017 GEOS 2017 results announced

July 2017 New HR Head hired (fourth woman on LT)

Source: Roche Pakistan.

You might also like