Bio-Tech firm develops leaders aligned around their first strategic plan

After it had been open for 6 years, a biotech company was struggling to develop leadership skills for entrepreneurial scientists and overworked administrators, while at the same time each lab and administrative department was operating as a silo, without institute-wide strategies. Key leadership saw the need to improve leadership skills and develop institute-wide strategies.

They also felt that stronger leadership and clearer, aligned strategies would make them more efficient, competitive for government grants, and attractive to highly sought after scientists.