THE PROBLEM FOR INDIVIDUALS
In the Global Life Science Industry (GLSI) many middle-management individuals are not exposed to training and pragmatic based learning experiences that can change their career and to significantly increase their contribution to their current organizations. In an industry that is characterized by very strong and regulated processes, talent development is still largely dependent upon coincidences and unplanned career bumps that change the individual and organizational future.
Managers in the life science industry are looking for learning solutions that provide both business management tools and the associated academic credibility that leads to faster career development.
WITHIN THEIR CURRENT ORGANIZATIONS
Within their organization, life science industry professionals have limited exposure to cross-disciplinary management experiences as they need to focus on their current roles and responsibilities. Programs that expose employees to different functional areas have proven to be extremely difficult to manage and and potentially very disruptive for lean organizations. Traditional performance management processes for improving career skill within the major branded life sciences companies are typically based upon off the shelf materials and discussed infrequently; albeit at a minimum of once per year between supervisor and subordinates.
OUTSIDE THEIR CURRENT ORGANIZATIONS
Outside their organizations, these professionals have access to a variety of educational programs (certified and non-certified) that, while offering a learning experience, are not specialized for the life science industry and thus they are unable to provide the depth of both the theoretical and practical tools required to significantly reposition individuals with their organizations.
Job opportunities in the growing segment of life science startups require competencies that must be:
- immediately available
- multidisciplinary and able to understand all steps of the value creation
The start-up organizations are obviously characterized by minimal training budgets and can’t effort to develop new entrants.