For a relatively new arrival at Nycomed, Dick Söderberg has managed to pack a lot of experiences into a short time. After serving as both Managing Director in Germany and Senior Vice President of Marketing since joining in late 2005, he probably has more of an insight than most into the differences between the challenges in the markets and those at the corporate centre.
HOT SEAT
Dick Söderberg
YOU’VE BEEN AT NYCOMED OVER A YEAR NOW. WHAT HAVE
AS A CONSULTANT, YOU MUST HAVE WORKED WITH A
BEEN YOUR IMPRESSIONS?
LOT OF COMPANIES, HOW DOES THE NYCOMED LEADERSHIP
The company is a very dynamic organisation. What has impressed me
TEAM RATE?
most has been the energy and depth of knowledge of those around me
What stands out as being unique here is the level of trust in the organisa-
– it gives me great confidence that we can meet the various challenges
tion, and that is directly attributable to the leadership team. At Nycomed,
and opportunites ahead.
we have a very open atmosphere, high competence and high energy, and
all of that is coupled with efficient processes and quick decision making.
WHAT WOULD YOU SAY ARE THE DIFFERENCES BETWEEN
In my experience, that combination is pretty unique.
NYCOMED IN THE MARKETS AND NYCOMED AT HQ?
Well, clearly, the same broad business objectives exist at both levels, but
WHAT UNIQUE QUALITY WOULD YOU SAY YOU BRING TO
our markets are very diverse and, as such, face incredibly different chal-
THE TEAM?
lenges. For example, many of the Big Five markets have been managing
I have a background in international pharma, start-ups, running a biotech
the challenge of simply establishing Nycomed as a company – whereas
company listed on the NASDAQ and global launches, as well as general
others have challenges more closely associated with growing the company’s
management and business development. That, together with my back-
bottom-line. Where that all comes together is at corporate level, where
ground in consultancy, means I can offer a lot to the next phase of Ny-
all of those components form a strategy for the company, and we can see
comed’s development.
the longer term picture perhaps a little more clearly.
DO YOU THINK WE HAVE ENOUGH CULTURAL DIVERSITY IN
HOW DO YOU THINK YOUR DIRECT REPORTS WOULD
OUR LEADERSHIP TO SUCCEED IN EUROPE AND BEYOND?
CHARACTERISE YOUR LEADERSHIP STYLE?
Well, in terms of experience, this is a pretty global group of individuals,
Energetic, positive, and someone who sets of clear objectives. It’s important
with a track record of success from all over the world. Of course, the most
to me that my team and the business both develop to their full potentials.
important thing with cultural diversity is to understand how it impacts
To support that, I make sure that I am available as much as is possible.
on the business. I still remember my first negotiations in Japan, when I
There’s no substitute for being visible and having good dialogue with team
had not researched the culture well enough – it proved an extremely fast
members. You can learn a lot just by looking and listening.
track learning experience! Clearly, with the ALTANA Pharma deal, it will
be important for us to learn quickly how to work well with more German
TO YOUR MIND, WHAT IS THE DIFFERENCE BETWEEN
colleagues than we have been used to, but I’m confident that the whole
MANAGEMENT AND LEADERSHIP?
of Nycomed will adapt well to the changes.
Well, first of all, one is no good without the other. Leadership is more about taking the lead and setting the vision – ensuring that it is understood and
WHAT’S THE MOST IMPORTANT THING TO YOU OUTSIDE
bought into by the organisation – not just paid lip service but committed to
OF WORK?
in heart and mind. But you also need to ensure that the team is equipped
Family, friends and I like working out at the gym.
to deliver the vision, both in terms of competences and resources – that’s
where effective management comes in.
WHAT WAS THE LAST THING THAT MADE YOU LAUGH OUT LOUD? A joke told to me by a colleague, ten minutes ago. CAN YOU SHARE IT? It was actually a quote –”Things may come to those who wait, but they`ll be the leftovers from those who hustle.” A sense of urgency is always important - not acting is, most of the time, the least favourable option. n
Closer
Winter
2006
Winter 2006
Closer