Three years of DM and five years of rapid promotion, what should foreign enterprises do?

I believe that pen friends who are concerned about the personnel changes in the pharmaceutical circle have seen a piece of news for a while: GlaxoSmithKline China announced that Chen Siyuan, vice president of GSK China, respiratory and HIV business department, will leave his post at the end of this month, join BMS on December 2, assume the post of general manager of mainland China and Hong Kong, report directly to the market leaders of China and Asia, and report the dotted line to the intercontinental market leader He has become a member of the intercontinental market leadership team A friend who knows about this beautiful manager should know that she graduated from Fudan University with a major in biochemistry After her MBA from Columbia University Business School, she worked as a consultant in Boston Consulting In 2009, he joined Novartis as the head of strategy, sales and market operation Department, and formally entered the pharmaceutical industry In 2014, he served as the special assistant to the CEO of global vaccine division in Novartis Switzerland headquarters In 2015, she joined GSK, and in December 2017, Chen Siyuan was appointed head of GSK's China specialty business department Since July 1 this year, Chen Siyuan has been appointed head of the respiratory and HIV business department This month, he became general manager of BMS in China and Hong Kong The above is only a part of his career, limited to the length, it will not be described in detail I'm sure many friends will be surprised Why is their career so good It's true that niuren has its own strong ability to rely on, but it's undeniable that in the workplace, especially in foreign enterprises, there are also many small promotion routines After all, since ancient times, the routines have been popular Today, let's talk about these so-called "routines" There is no doubt that excellent performance is always the most solid foundation for promotion Without good performance, leaders will not see you Even if the leader sees you and looks at the performance, it's hard to attract the leader's attention Therefore, the growth rate and achievement rate must be excellent KOL's control, big market experience, conference organization and planning ability, academic platform building ability, conference invitation ability, etc., all need to sink in and strive to grow But this is just the beginning Outstanding performance is not only to do a good job, more importantly, to learn to do the work right! More to do a "carry clear" subordinate, always keep pace with the leadership The leader needs to control the sales volume this month, so as not to increase the index too much in the next quarter Then you need to control the purchase well, reach 100 just right, and never reach 120130, which will not make the leader happy Next month, the team leader needs to rush to reach the goal, and someone needs to come out to shoulder the target You need to step up properly, put more pressure on the goods, and run more pure sales, so as to reduce the pressure on the leader This kind of synchronous work style can naturally make leaders pay more attention to you and support you more Therefore, you need to work with your regular superiors to clarify your priorities, and communicate regularly to keep pace Those who can enter foreign enterprises must have good abilities If you want to show yourself better and seize the opportunity, you need to have unique strengths and flash points of your own I once wrote a case in my article: a big brother of my team had strong ppt production ability and logical thinking ability, and well organized forms, so my boss gave him all the documents to be sorted out, even the PPT in the work report of the regional meeting In this process, he also gradually learned to see the overall thinking mode from the perspective of leadership In addition, the work performance has also been good, leading the region to promote the region, the vacant position will be directly held by him Therefore, we should also slowly cultivate our own flash points after work Office and English are all available As long as you have them, you will have a place to use them I once read an article that said that the current innovation enterprises in Silicon Valley, Indian executives are much more than Chinese executives, and analyzed many reasons One of the things that impresses me is that Indians are more likely to cheat than Chinese The truth is that Indians are better at communication We Chinese tend to emphasize modesty and low-key However, in foreign enterprises that emphasize open culture, this is often a disadvantage Therefore, uncle Fei suggested that we should learn to communicate actively, communicate more and exchange ideas between superiors and subordinates, colleagues, even between departments This is an opportunity for exchange of ideas and for others to gradually understand you Only in this way, can others notice you, your flash point will be found by others, and you will have more opportunities Large multinational companies usually have so-called "department walls", which means that communication between departments is not smooth Fat uncle once met: the hospital returns a problem to need to coordinate, clearly is a business department thing, but these big men are afraid of "back pot" life and death do not want to help, finally lead to the hospital purchase has been off, the loss to me is two consecutive months did not achieve Now think about it That's why I had a defect in cross department coordination Each department has its own interests, characteristics, style and process We like to go straight as a sales force, but when it comes to other departments, it will not achieve good results At this time, you need to have a "altruistic" mentality, find out the interests and needs of other departments, and be able to build up feelings with brothers in other departments in their normal work, so that they can support you when it is critical, which must be a powerful help in your future career promotion path.