A thoroughly researched and considered industry critique that includes substantive, visionary ideas for rehabilitation.
A searing indictment of “Big Pharma” offers specific recommendations for change.
British pharmaceutical industry consultant Rees (Supply Chain Management in the Drug Industry, 2011) takes aim at the fundamental manner in which drug companies do business in a book that calls for nothing less than a massive overhaul. Tracing big pharma’s emphasis on blockbuster drugs to an early 1980s marketing war between two stomach-ulcer drug brands, the author demonstrates that patents have continued to drive drug companies’ business strategies today. Their approach, Rees writes, has “involved finding a promising patented compound (Find It), placing it into a development pipeline intended for regulatory approval to market (File It), and then marketing the approved product with the utmost verve and vigor (Flog It).” The book delves into exactly how pharmaceutical companies operate (it is quite similar in Europe and the United States), exploring the inner workings of the industry via text and diagrams. One of the more remarkable aspects exposed is the fact that big pharma companies “have little or nothing to do with operations in the distribution network”; in fact, only three distributors in the United States control about 80 percent of the market. This, according to the author, is typical of big pharma: “Today, hardly anything hasn’t been outsourced to some extent.” Of larger consequence is the fact that the failure rate in drug development remains so high: “For every 250 compounds that enter the development pipeline, 249 fail to reach their destinations.” Unfortunately, the solution to this pervasive malaise is “to adopt a totally different approach toward product development,” Rees writes. This is perhaps where the greatest strength of this deft volume emerges. In addition to his own suggestions for change (including recommending that regulators require “companies to obtain licenses to develop drugs beyond the prototype phase” and “postmortems on all failed drugs to establish what went wrong”), the author makes extensive use of interviews he conducted with numerous professionals, offering their input as expert witness statements. This technique immediately legitimizes the author’s perspective and makes the book far more powerful than if it were written in his voice alone. This is not an empty diatribe—it is a necessary wake-up call for an industry apparently blinded by profit.
A thoroughly researched and considered industry critique that includes substantive, visionary ideas for rehabilitation.Pub Date: Dec. 3, 2015
ISBN: 978-1-5142-6121-7
Page Count: 182
Publisher: CreateSpace
Review Posted Online: Dec. 3, 2015
Kirkus Reviews Issue: Jan. 1, 2016
Review Program: Kirkus Indie
Striking research showing the immense complexity of ordinary thought and revealing the identities of the gatekeepers in our...
A psychologist and Nobel Prize winner summarizes and synthesizes the recent decades of research on intuition and systematic thinking.
The author of several scholarly texts, Kahneman (Emeritus Psychology and Public Affairs/Princeton Univ.) now offers general readers not just the findings of psychological research but also a better understanding of how research questions arise and how scholars systematically frame and answer them. He begins with the distinction between System 1 and System 2 mental operations, the former referring to quick, automatic thought, the latter to more effortful, overt thinking. We rely heavily, writes, on System 1, resorting to the higher-energy System 2 only when we need or want to. Kahneman continually refers to System 2 as “lazy”: We don’t want to think rigorously about something. The author then explores the nuances of our two-system minds, showing how they perform in various situations. Psychological experiments have repeatedly revealed that our intuitions are generally wrong, that our assessments are based on biases and that our System 1 hates doubt and despises ambiguity. Kahneman largely avoids jargon; when he does use some (“heuristics,” for example), he argues that such terms really ought to join our everyday vocabulary. He reviews many fundamental concepts in psychology and statistics (regression to the mean, the narrative fallacy, the optimistic bias), showing how they relate to his overall concerns about how we think and why we make the decisions that we do. Some of the later chapters (dealing with risk-taking and statistics and probabilities) are denser than others (some readers may resent such demands on System 2!), but the passages that deal with the economic and political implications of the research are gripping.
Striking research showing the immense complexity of ordinary thought and revealing the identities of the gatekeepers in our minds.Pub Date: Nov. 1, 2011
ISBN: 978-0-374-27563-1
Page Count: 512
Publisher: Farrar, Straus and Giroux
Review Posted Online: Sept. 3, 2011
Kirkus Reviews Issue: Sept. 15, 2011
BOOK REVIEW
IN THE NEWS
These are not hard and fast rules, but Meyer delivers important reading for those engaged in international business.
A helpful guide to working effectively with people from other cultures.
“The sad truth is that the vast majority of managers who conduct business internationally have little understanding about how culture is impacting their work,” writes Meyer, a professor at INSEAD, an international business school. Yet they face a wider array of work styles than ever before in dealing with clients, suppliers and colleagues from around the world. When is it best to speak or stay quiet? What is the role of the leader in the room? When working with foreign business people, failing to take cultural differences into account can lead to frustration, misunderstanding or worse. Based on research and her experiences teaching cross-cultural behaviors to executive students, the author examines a handful of key areas. Among others, they include communicating (Anglo-Saxons are explicit; Asians communicate implicitly, requiring listeners to read between the lines), developing a sense of trust (Brazilians do it over long lunches), and decision-making (Germans rely on consensus, Americans on one decider). In each area, the author provides a “culture map scale” that positions behaviors in more than 20 countries along a continuum, allowing readers to anticipate the preferences of individuals from a particular country: Do they like direct or indirect negative feedback? Are they rigid or flexible regarding deadlines? Do they favor verbal or written commitments? And so on. Meyer discusses managers who have faced perplexing situations, such as knowledgeable team members who fail to speak up in meetings or Indians who offer a puzzling half-shake, half-nod of the head. Cultural differences—not personality quirks—are the motivating factors behind many behavioral styles. Depending on our cultures, we understand the world in a particular way, find certain arguments persuasive or lacking merit, and consider some ways of making decisions or measuring time natural and others quite strange.
These are not hard and fast rules, but Meyer delivers important reading for those engaged in international business.Pub Date: May 27, 2014
ISBN: 978-1-61039-250-1
Page Count: 288
Publisher: PublicAffairs
Review Posted Online: April 15, 2014
Kirkus Reviews Issue: May 1, 2014
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