Building your young organization up rather than out

Raise money, make some progress, meet milestones, advance your product and invariably the company grows.  That is a good thing, but growth can do some damage if the company doesn't grow in the right way.

We often hear the word "expansion" to describe company growth, which implies a growing out. Growing out puts the burden of holding everything together on management and we all know management isn't perfect. And that isn't all. Interaction of key players is lost as soon as someone is no longer down the hall.

Pharma is struggling with how to reorganize R&D. For most of the recent past, pharmacuetical R&D growth has been outward. It didn't work well.  Now, projects are being pulled in, concentrated and held together based on objectives in an effort to gain efficiency and a greater effectiveness.

Although small companies may not think they have similar problems, growing out can still occur. In can happen in the placement of offices as your space expands, for example. You can unwittingly foster reduced interaction by cordoning off sections for these personnel and those personnel. I once visited some beautiful biotech offices where the scientists' cubicles were cordoned off from the rest of the company behind heavy doors. Even the decor was different. The labs were on a different floor entirely so the scientists could come and go without ever having to  enter the main area. There was no reason for them to say hello to the receptionist, walk down a hall past their CSO's office, the alliance management group, or the regulatory affairs group. Process work was being done in another facility entirely. Management would now have to work overtime to maintain a common sense of purpose and a unified effort. The company had expanded out even before they had produced their first successful product. They might make it work, but it would now be harder.

Be like pharma on a mini-scale. Keep the whole project in mind when you decide how to situate your personnel. Don't create reasons for them not to interact directly if you can avoid it.

TIP: Growing up requires building up through mutual awareness and the continual interaction of all the critical players. The more you can preserve that interaction the better. Get the PDF of this issue»

a few words can be gold in these tight times

 No doubt about it, times are tight, tough and tenuous for many biotech companies. Budgets have been squeezed with little left for a pizza party, summer barbecue and the like – things you may have relied on in the past to foster camaraderie, company unity and boost morale. You're holed up in your office trying to figure out how to do much more on less.

Have no fear. The best thing you can do is actually the cheapest. Offer the team more face time. Get out from behind your desk, open the office door, go out into the hall, walk down it and start interacting on your way to get a coffee. Get to know people, and let them get to know you more. A simple "How's it going Jane?" will go a long way to make Jane's day. Don't know everyone's name? Ask your HR team to put together a composite to help you learn, but don't let that stop you. A friendly nod and smile can go a long way.

The personal touch is one of the things that goes out the window with growth or challenging times. Counter the trend with a few kind words, a smile and a nod of recognition. Your interaction will pay you back a thousand times over. The more people feel like they know you and you know them, the more they will be willing to go the mile for you and the company. It will also do you a world of good because they're likely to smile back!

TIP: Tight times? Increase your face time. The personal touch of a few kind words, a smile and a nod of recognition will pay you and your company back a thousand times over. Get the PDF of this issue»