In the upper level management in Life Sciences some skills sets have become increasingly sought after – much more than they used to be. With the rapid development in certain areas, such as Biotech, companies have to become more versatile, flexible and innovative, and so does the C-Suite. As abstract as this sounds, there seems to be a common denominator, that determines such abilities – let’s call it non-conformity. So what do we mean by that?
One of the many interesting thoughts we came across there lately concerned the overall C-level mentality and how that influences the performance in our disruptive times of today. A lot of times careers tend to be very confined within the industry, giving them quite the structured framework and not too flexible boundaries. Going through such a career and making it into a C-level position often means that these kinds of conformities are carried along all the way – making for a pre-determined mindset on a senior level.
Disruptive developments, disruptive thinking
“Swimming in your own soup” – as common and understandable as it is often takes its toll on engagement, productivity and innovation levels within a company. Not only when employees feel the need to conform but also (and even more so) when decision makers feel the need to make them conform - because that’s just the way it works.
Acknowledging the reasoning behind it with structures that regularly examine what has worked in the past and repeat those patterns moving forward usually requires a certain amount of deviation from these patterns. You don’t need to throw all rules overboard but you need to look beyond conformity in a constructive way. After all, the Life Sciences industry is full of disruptive developments that simple don’t fit into existing frameworks.
Get outside the “box” to think outside the box
And it’s far from easy to actually get outside the “box”. Social and psychological factors play a big role in everyone trying to mimic accepted behavior, repeat “proper” routines and simple agree with others. Sometimes it’s incredibly hard to even notice the patterns themselves. But without getting outside of the conformity it’s that much harder to “think outside the box” and bring the company forward – beyond the known borders off to new frontiers and into a successful future.