The 2020s have proven to be a tumultuous decade, prompting companies to reflect on the past five years to uncover valuable lessons for improving work environments and refining processes. Industries worldwide have been shaken by major events, such as the COVID-19 pandemic, and have had to quickly adapt to emerging technologies, particularly artificial intelligence (AI). These shifts have altered the way employees and employers engage with work, sometimes in ways that have left some uneasy.
One of the most significant challenges of this decade has been the widespread shift to remote work. During the pandemic, companies were forced to embrace remote work to safeguard their employees. Since then, some organizations have opted to maintain this structure, while others are pushing for a return to the office.
I recently spoke with Renee Gala, president and chief operating officer of Jazz Pharmaceuticals, about her transition from chief financial officer (CFO) to her current role. For Gala, the impact of remote work is a key part of her journey at Jazz.
“I joined the company in 2020,” says Gala. “Coincidentally, my first day was the same day the entire company transitioned to fully remote work due to COVID. It feels like a lifetime ago, but I was part of the inaugural group of new Jazz trainees, figuring out how to conduct remote onboarding and training. It was an interesting way to join the company as CFO.”
Beyond remote work, recent years have underscored the growing importance of diversity, equity, and inclusion (DE&I), as well as the need for a strong, positive company culture. For Gala, these elements, alongside remote work, have shaped her leadership style.
“One of the remarkable things about Jazz is that, when it was founded over 20 years ago, it was built around a patient-first philosophy,” she explains. “This is not typical for most biotech companies, which usually begin with a compound or product. Jazz was founded on putting patients first and creating a great workplace, and these two core values have remained at the heart of the company.”
Gala adds, “We’ve stayed true to those foundational elements. We believe that valuing diversity, equity, inclusion, and belonging is crucial to being a great place to work.”
As Jazz evolves into a more remote-first workforce, Gala stresses that fostering inclusivity remains a priority.
“While we embrace a remote-first approach, we intentionally create opportunities for our teams to gather in person across different locations,” she says. “We want to maintain trust and connection within our matrix organization. Our leadership team is over 50% female, and our board of directors is highly diverse. This commitment to diversity extends through all levels of the organization and is supported by high-performance behaviors grounded in trust. This includes constructive challenge, transparency, and a speak-up culture, all of which are vital for achieving better results as a company.”
Pharma companies today also face the challenge of navigating the growing influence of AI, with its potential advantages and risks.
“As an industry, we face challenges in innovating for patients, but we also have immense opportunities, particularly with the integration of AI in research, development, and daily operations,” says Gala. “Anything we can do to accelerate innovation for patients and improve our efficiency in delivering medicines is critical.”
In balancing the integration of AI, remote work, and DE&I initiatives, Gala emphasizes that not every company will—or should—respond in the same way. The best approach, she believes, is to listen to employees’ needs and desires, rather than imposing top-down solutions.
Source: Pharm Exec
