Read the Conversation
EF: You have recently been appointed. What was the mission that you established for yourself and your team?
GS: Johnson and Johnson Innovative Medicine ranks among the top 10 pharmaceutical companies in Poland's pharmaceutical industry. Based on our future initiatives and the innovative treatments we intend to introduce to patients in the Polish market, we aspire to be one of the top 3 pharmaceutical companies. Our confidence in achieving this stems from our commitment to delivering innovative medicines that impact patients' lives. A significant reason behind our belief lies in the robust pipeline being developed by Johnson and Johnson Innovative Medicine, which is among the industry's leading channels. Importantly, our focus extends across five disease areas, with more areas to come.
Our mission revolves around three key principles. Firstly, we pledge to continuously bring innovative treatments to our patients in Poland, refusing to settle for anything less. Secondly, we spearhead discussions to accelerate market access and advocate for value-based healthcare that grants patients access to innovative health solutions. Lastly, and perhaps most crucially, our people. We aim not only to become an employer of choice in the pharmaceutical industry but to be among the most attractive related to learning, growth and career opportunities, empowerment, and attractive working conditions. This involves fostering an innovative work environment and cultivating our existing talents while attracting prospective ones while embracing diversity, equity, and inclusion respecting our J&J Credo values, which are building our foundation of thinking, acting, and decision making for more than 135 years.
EF: Could you elaborate on how your key therapeutic areas impact the market in Poland?
GS: Our pipeline in oncology is truly groundbreaking, revolutionizing the treatment landscape. Our oncology products bifurcate into hematology about blood cancers and solid tumours. In multiple myeloma, we are pioneering new combinations that make a more pronounced impact from the outset, optimizing patient treatment outcomes. Our focus is to initiate therapy with the most effective options upfront. This allows physicians to influence patient outcomes significantly right from the start. Lung cancer poses a significant challenge in Poland as one of the most prevalent cancer types. In lung cancer, we aim to identify the right patient for the precise treatment at the ideal time. This novel approach merges diagnostics with treatment, leveraging our expertise in MedTech. In immunology, we are driving a paradigm shift in treating conditions like psoriasis, psoriatic arthritis, and inflammatory bowel diseases. By introducing new modes of action, we are committed to ensuring that patients can access these advanced treatments. Less than 5% of psoriasis patients have access to these biological treatments in Poland, and it takes sometimes up to more than 5 years before a treatment with a biologic will be considered. Our mission is not only to provide access but also to catalyze a fundamental shift in this domain.
In neuroscience, we have been making significant strides for over -50 years. We have redefined the approach to treat schizophrenia, epilepsy, or multiple sclerosis. The introduction of a new treatment option for treatment resistant depression after 30 years without innovation shows our continuous commitment to patients suffering from neurological diseases. Upholding our founder's legacy, Dr. Paul Janssen, we are dedicated to alleviating the stigma associated with mental health issues. Additionally, we have ventured into vaccines in cardiovascular and infectious diseases and realized that we might need to rethink our strategies. Instead of following conventional routes, we are exploring new pathways, looking at the root causes of these diseases, and devising innovative treatment approaches. This applies to our practice in addressing stroke, which lacks adequate treatments, and our continued efforts in HIV treatment or other infectious diseases treatment, where we have transformed the landscape but believe there is more to be done.
In various medical domains, the impact of illnesses transcends the patient; it touches their entire social circle, and their family, causing life-limiting effects not only on the individual but also on those close to them. The silent pandemic of depression holds a special place because it not only stigmatizes the individual but also affects their family. From a personal standpoint, as a mother of two young boys, if they were to suffer from psychiatric illness, the weight of responsibility feels heavy. Unlike visible diseases like cancer, where there is a physical manifestation, psychiatric conditions remain unseen, leaving one feeling helpless as there is no tangible thing to treat or fix.
Consequently, the burden falls heavily on both the patient and their family. To address this, we have undertaken various initiatives. We have engaged in activities on Mental Health Day, hosted webcasts, and supported sports events, such as running for depression or cycling for multiple myeloma, to raise awareness about the disease. Additionally, our involvement in initiatives like cycling for children in SOS Children's Villages has been impactful, where we have contributed thousands of kilometers cycled for charity. Our collaborations extend across sectors, bridging our efforts with those of our medical colleagues and vice versa to create a more substantial impact.
EF: Could you elaborate on how the new Johnson and Johnson Innovative Medicine impacted your operations and structure?
GS: Our focus truly centers on healthcare. Our research and development initiatives overlap, which increasingly align with our medical tech colleagues. As we visit the same customer base in certain disease areas, we see an opportunity to harness this unique positioning more effectively. For instance, in lung cancer, where we leverage diagnostic tools from MedTech combined with our treatments, we aim to cover the entire patient pathway - from diagnosis to treatment and recovery. This integrated approach is a significant strength we have perhaps not fully utilized. Now, we are poised to capitalize on these synergies more effectively.
Additionally, opportunities are emerging in bladder cancer, precision medicine, and even vision care. By leveraging customer base and healthcare provider overlaps, we aim to create a more unified external presence under the J&J brand. While maintaining our business identities, this closer internal alignment promises increased opportunities for cross-sector collaboration, maximizing patient outcomes. Collaboration across sectors will be a key focus for us moving forward.
EF: How do you effectively attract and retain talent that aligns with the mission and vision of Johnson Innovative Medicine for the future?
GS: We are employing several key strategies to address talent development within the organization. To attract new talents, we are prioritizing a robust employer branding strategy. As we enter a new generation with unique expectations around work-life balance and professional growth, aligning with our company's philosophy offers vast opportunities to meet these evolving needs. Simultaneously, we acknowledge the strong pool of talent already within our organization. Clear and concise development conversations are crucial to nurture and advance this talent. These discussions revolve around defining target roles and how to prepare individuals for these positions, emphasizing strategic thinking and career ownership. We encourage team members to consider roles beyond their immediate next step, as each step prepares them for their ultimate target role. This clarity in career direction is pivotal.
Secondly, it is paramount to create development opportunities aligned with our strategy and market needs. We constantly evaluate the drivers of development and the necessary capabilities, creating new roles that align with portfolio development. We have established lateral moves and new roles for high-potential talents to gain first-hand leadership experience. Despite our lean structure, these opportunities exist and are vital for growth.
Lastly, we encourage our team members not to rush their career trajectories beyond attracting talent and defining career paths. Instead, we advocate for lateral moves and diverse experiences across our various disease areas and functions within J&J. This move significantly enriches knowledge, leading to a solid foundation for future career acceleration within the company's broad portfolio of roles and disease areas. This emphasis on owning one's career path while gaining diverse experiences lays a robust groundwork for future career ambitions.
EF: What would you like to celebrate?
GS: I believe my greatest source of pride will be witnessing the outcomes of our organizational adjustments. Firstly, receiving feedback indicates that our focus on team empowerment and creating developmental avenues has been the right move. We are not just addressing individual needs but also aligning with market demands. Secondly, I will be immensely proud if everyone can discern their unique contributions toward our collective vision. My most significant achievement would be team members recognizing the purpose behind their daily efforts and understanding how even small contributions add to the larger goal of positively impacting patients' lives. Lastly, the ultimate sense of accomplishment will come when we achieve our objectives.
