With the Women’s Health cross-functional team, we are trying new ways of getting up to date information to customers. We have introduced a patient support program for one of our brands and are working on further improving other existing ones. We strive to equip our doctors so that they in turn can educate peers, healthcare administrators and patients.
The transformation in Roche has created major impact. Previously, 3 of us were in charge of 3 different breast cancer drugs. This meant that by design we mainly thought about our individual brand, its success and accessibility. Due to unforeseen situations, this was sometimes done at the expense of other brands in the same portfolio. The transformation led us to think about how we can be more patient centric, and less brand centric. That is when we decided to change the structure and make all the 3 brands fall under one 1 group. This led to higher collaboration amongst us. We now take a more holistic approach in supporting our customers.
The place to Work
What first attracted me to Roche was an article describing how, for Roche, access to innovations was integral to the organization’s discipline and Roche invested in the process of bringing these innovations to market. Access wasn’t an after-thought, but was built into brand strategy very early in the process.
I joined the organization because I believed in what Roche was doing. My life with Roche has been very dynamic and full of strong learning experiences. At Roche, the organization supports iterative learning, and at the same time holds each person accountable for results. While there is formal leadership, each employee is treated as a leader in her/his own area. As the organization and roles continue to evolve, the individuals feel empowered to shape their career.