General manager of multinational pharmaceutical company in China! Who's next?

Ten years ago, there were only a few mainland Chinese who could be the general manager of foreign enterprises in China, such as Wu Xiaobin and Deng Jianmin Now they have a grand view! Two days ago, Wang Lei was promoted from the president of AstraZeneca China to the president of the international department This is the highest position that local professional managers can hold in multinational pharmaceutical companies At his age, there is still room for further development in AstraZeneca in the future, which has greatly injected blood into the students working in foreign companies Ten years ago, there were only a few mainland Chinese who could be the general manager of foreign enterprises in China, such as Wu Xiaobin and Deng Jianmin Now they have a grand view! According to Qian GE's incomplete search, at present, there are more than 20 local professional managers in the pharmaceutical industry serving as general managers in China: Note: the above information is incomplete statistics If we add the overseas Chinese in Shanghai as the general manager of foreign enterprises, such as Albright China General Manager ou Silang, Takeda China General Manager Lu Anbang and Lilly China coo Zhou Xiaping, GE Medical Li Qing and other quasi general managers in China, the multinational pharmaceutical enterprises that have long used foreign executives as general managers are Sanofi, MSD, BMS, Xi'an Janssen, bringer, Lilly, GSK, Merck and Novo Nordisk, Germany Due to the lack of resource support from the headquarters, small and medium-sized multinational pharmaceutical enterprises usually prefer local managers as leaders to give full play to the advantages of local wisdom with full authorization The business scale and personnel organization of large multinational pharmaceutical enterprises in China are very large, which are driven by the system rather than the intelligence of individual leaders Therefore, they pay more attention to the comprehensiveness of the general manager's ability in China, especially for global headquarters The familiarity of personnel and processes, generally speaking, means that the headquarters has enough trust in you and your contacts in the headquarters, which are all short boards of local excellent talents In the past three or five years, large multinational pharmaceutical companies are willing to promote local talents to the key positions of general manager of China, which is not only the result of the construction of talent echelon in the past decade, but also the result of the promotion of China's contribution to the world In fact, European and American pharmaceutical companies in Japan and India have also experienced the process of talent development From the early headquarters to the local talent leader, the Chinese market is just a matter of course In the future, not only will more local talents serve as the general manager of China, but also more people will go to the overseas market to serve as the general manager or the middle level of the headquarters, or foreigners will come to China to serve as the middle-level cadres There is no nationality or region for talents The above list is naturally the top talent in the pharmaceutical industry To be able to do this job is also the comprehensive result of vision, ability and opportunity Everyone is interested in their career development path Young people naturally hope to copy their success Qian GE has the honor to work with or contact with 2 / 3 of the general managers There are at least the following rules that can be summed up from their career paths: 1 Most of them have overseas study, work and rotation experience, and the general managers of large companies in China have basically worked in the headquarters; 2 Almost all of them have been in charge of the sales and marketing business, with brilliant achievements; the general managers of small and medium-sized foreign enterprises have basically served as the general manager of the business division in large companies; 3 Some of them have the working experience of consulting companies or have been the head of non core business departments, with diversified capabilities; 4 Personal ability is very outstanding It has long been a high potential talent of large companies, and there is almost no black horse in the workplace For young people who are willing to be general managers of foreign companies, their career trajectory gives them the hint that they should first try to have a high starting point: If the past general manager can still work as a medical representative, the future general manager is better to have overseas study experience, at least read a China Europe or Yangtze River Business School, have a PhD background of a famous overseas school is also good, and it is better to have an MBA of the top 10 in the world Must have five to ten years of successful marketing experience in China, lead large products and large teams, preferably in the field of government affairs, market access or personnel; working experience in overseas, especially in headquarters for more than two years is also necessary, and it is better to join the company from overseas headquarters; English must be fluent, be good at expression and strategic thinking, and be able to be included in the talent echelon of the company as early as possible; then stick to it for 10-20 years in the industry Do these standards make you dizzy? Multinational pharmaceutical enterprises, especially large pharmaceutical enterprises, have always been very strict in talent selection The Chinese market is becoming increasingly important, and the standard of general manager selection is of course the best Nowadays, if a big city wants to go to a better primary school, it is necessary to plan nationality, curriculum and school district housing from the time of pregnancy How can it not be planned early when the general manager is so big? Stones from other mountains can be used to attack jade How can local professional managers become the president of multinational pharmaceutical companies in China? Wu Xiaobin: calmly challenging, communicating and taking time in the challenge is the key word given by Wu Xiaobin, President of Pfizer China Wu Xiaobin's story has also become unusual since he became a medical representative At the age of 30, Wu received an invitation from a postdoctoral student at Harvard University Previously, Wu had obtained a doctorate in pharmacology in Germany To go to the United States to study as a postdoctoral student and return to Germany as a professor is a safe way for him to become a "scientist" However, Wu Xiaobin put everything down and started from scratch to become a general medical representative in Bayer In more than 10 years, he has worked as general manager of Bayer China from an ordinary medical representative Under his leadership, Bayer's business in China has grown nearly fourfold, and his reason for leaving Bayer is also "capricious" to amazing: Bayer's system is so perfect that it's hard to meet challenges here The company took over from Wyeth in 2004 The company, which is famous for milk powder in China, has very few cross businesses with Bayer "Integration of different cultures" is Wu Xiaobin's next main work focus His communication ability and stable character are well reflected here In five years, Wyeth China has been reborn with an average annual growth of more than 40% After the super merger and acquisition of Pfizer and Wyeth, Wu Xiaobin became the general manager of China in the hot speculation It took only two months to integrate the two giant companies to make the new framework run smoothly Wu Xiaobin took a lot of time to prepare for a rainy day and fight back the storm With a strong professional background, Wu was able to communicate with people easily, which may be the reason why Wu first emerged from 1500 medical representatives, while "knowing people and making good use of them" made him an outstanding leader: "I never feel that I have so much success, I think CEO is to play each employee's potential and strengths, so that your colleagues can stand on their own side." Deng Jianmin: the first representative of Chinese medicine In 1990, Deng Jianmin, 28, joined in YANGSEN, Xi'an At that time, the Chinese medicine market was just in its infancy Foreign medicine companies settled in the Chinese market, bringing a lot of fresh blood Deng Jianmin became the only medicine representative at that time Deng Jianmin's career development in the pharmaceutical industry can be described as starting from this time Before that, Deng Jianmin, who graduated from medical college, spent five years as a teacher in Zhejiang Medical University, while Deng Jianmin spent five years as a medical representative, regional manager, regional manager, assistant vice president, and deputy director of sales in Xi'an YANGSEN Then Deng jumped to Novartis Eleven years later, in 2006, Deng Jianmin took charge of Novartis China, breaking through the professional ceiling of multinational pharmaceutical companies in China, and creating a "first" - the first local CEO of a large multinational pharmaceutical company In three years as CEO, Deng Jianmin has achieved the goal of initially taking over: to build Novartis China into a benchmark enterprise in China's pharmaceutical industry His development strategy of "accumulating and developing little" was recognized by Novartis global headquarters and was written into the management course of Harvard Business School as a teaching case; he doubled the business scale of Novartis in China and became the fastest-growing multinational pharmaceutical company in China; he was committed to the research and development of new drugs in various fields In 2009 alone, Novartis launched six new drugs, which were jointly researched by Novartis and Chinese experts The first Chinese traditional drug compound artemether, which was patented in China, was designated as a first-line antimalarial drug by many countries and international organizations Deng Jianmin, with outstanding performance, was promoted to vice president of Novartis, but China is still his battleground Two years later, in 2011, Deng returned to China and chose BD company as the global vice president and general manager of Greater China Since 2011, BD China has been growing at a rate of 20% for many years in a row His goal is to redefine BD China as an engine of global business growth on the basis of "establishing a localized multinational pharmaceutical company in China" Wang Lei: meet the challenge On April 28, Wang Lei, the leader of AstraZeneca in China, was promoted again His position was changed from the former "AstraZeneca global executive vice president, President of Asia Pacific and China" to "AstraZeneca global vice president, President of international business and China" He began to be responsible for emerging markets and regions such as Asia Pacific, Central East, Russia, Africa, central and South America of AstraZeneca It's only four months since Wang Lei last announced his promotion, and it has once again set a record for the highest position of local managers in the management system of multinational pharmaceutical companies Wang Lei's career is inspirational and legendary He didn't work in the pharmaceutical industry from the beginning His first job was a foreign-related tour guide After three years, when others were thinking about how to bring more groups and raise more achievements, Wang Lei said he saw signs of decline in the industry As a result, he changed his career track, turned to the field of medicine in an extraordinary span, and obtained the position of assistant general manager of Roche China Wang Lei has changed from a tour guide to a pharmaceutical company with a long span, but Wang Lei has been killed with "yes" and "I can" When the interviewer asked if he could use the computer, he didn't hesitate to answer "yes" In fact, he didn't touch the computer at all, but he could study without sleep after the interview When the president asked him to design the bonus system of Roche China, Wang Lei without any HR background said: "I can"; when the president asked him to be responsible for the accounts receivable of dealers, Wang Lei without any financial and business background also said: "I can" Although he is a layman of medicine, he has the ambition of challenge In Roche's 16 years, he started from the assistant general manager and worked in the marketing department of almost all Roche products outside the tumor business department He was also responsible for the formulation and implementation of the global strategy of hepatitis market in Switzerland headquarters for two years In 2013, Roche headquarters intended to transfer Wang Lei to other countries, but at that time, Wang Lei wanted a bigger challenge, "give me a bigger market, in fact, I can do better." At that time, AstraZeneca just threw an olive branch to Wang Lei, and finally chose the xiaohuma business department, which accounts for more than half of AstraZeneca's products At that time, the growth of this business in China was weak Wang Lei chose this department because of "having a leader" In the first year, he quickly lowered the products of AstraZeneca's respiratory field in China to the county and city level by establishing the atomization chamber, thus opening a broader market door With this market planning project,