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0:00
Hello, everyone. We're
going to talk today
about culture and structure
in pharmaceutical industry.
My name is Radi Haloub.
I'm associate professor
and program leader for
biotech and pharmaceutical
management program
at UCL Global Business
School for Health.
0:16
So, it is important to identify
that "culture eats
strategy for breakfast".
Nobody can disagree with
that because the culture
would define how we operate
and how we interact,
how we communicate, how
we share knowledge.
The strategy itself is
only the starting point,
but the sustainability
of the implementation of
the strategy will depend on
the culture and depends
on the structure as well.
0:45
The aim of this session is to
analyse and understand
the influence of
an organisation's culture on
its strategy and we will
recognise the importance of
the strategies questioning the
taken-for-granted aspects
of culture and it's
very important to identify
the interaction between
the external and
internal culture
within different contexts.
As you probably know,
pharmaceutical companies
are international
firms or global firms
where they interact with
different audience in
different contexts.
1:21
The organisational culture
is the taken-for-granted
assumptions
and behaviors that makes sense
of people's
organisational context.
So, we are used to come to the
organisation at nine o'clock.
We're used to meet past
nine in the morning.
We used to meet again every week
with leaders within the
organisation to make decisions.
You will have a set of assumptions
that will build within
your identity as you are part of
the organisation and to
create or to add another
factor within the culture.
The organisational culture is
taken-for-granted
assumptions and behaviors,
but we have to pause here for
a minute and think about how
these assumptions and behaviors
can become negative
in the future.
We're living in a
dynamic environment and
we change with time and
that these changes might not
be reflecting well within
the organisational culture.
