Foreword

The nature of the challenges for technical executives moving into management
ranks often reflect both a language and cultural gap, as well as a transformation
from a focused view to that of a “bird’s eye” view of the corporation. We often
see this with the true variety of people that one encounters when beginning a
managerial career, where often communication can be challenging, even when
we think we are using the same language, based on the personalities of those
involved whether they are in the basic or applied science departments, marketing
or even business development. As scientists, we must truly see outside ourselves
and be very careful in how we view situations remote to the scientific realm,
understanding that we must be more general (but still accurate) in both expla-
nation and interpretation. What is clear is that the approach we use if we have
started within the scientific part of the firm and are now taking a managerial role
is one not only of translation (of science to either business or layman terms) but
also to insure understanding by colleagues with different areas of expertise. This
is a distinctive psychology than that used when discussing scientific experiments
with laboratory personnel, where understanding is assumed, and it is one that we
as scientists must often learn as we move to being a company manager.
As well, there are other skills that new managers need to be aware of within
their new positions. These vary from how to interact with new reports to inter-
facing and having a customer oriented view; from being able to make decisions
when all of the information is not present, to being able to view the company
widely, understanding different perspectives. These are not easy transitions, and
in particular, are not those we have typically been taught in university or even in
the corporate laboratory setting. Only by being able to appreciate, understand,
and adapt to these new requirements can we best realize the science into con-
crete ways to create business value.
Bert’s book is a welcome and unique offering into this area, helping new
scientific managers both become better and evolve through some of the most
difficult areas they may encounter. Scientific managers who either stay within
or move away from scientific disciplines must appreciate and acquire new skills
quickly and be able to work with their team members, playing not only the role
of translator, but of facilitator, consensus builder, and teacher, most often in dif-
ferent but sometimes in the same situation. This book is well designed specifi-
cally to help these aspiring leaders in the company, and provides a firm basis for
those who have decided to enter into the management track. It will help those
who would be leaders, managers and in the case of the extraordinary and lucky
(sometimes unlucky) people, CEOs, begin their fascinating challenges from the
bench to the corporate office.

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xx Foreword

The changes in the business climate occur quickly, and our responses need
to be as fast in order to remain competitive. Speed is important since company
personnel from all parts of the organization and especially those in corporate to
board of director roles have limited time to make decisions. Bert’s book repre-
sents an excellent way for a new manager and leader from the scientific part of
the company to learn and anticipate those challenges before him or her, and not
only survive the transformation, but thrive within it.

Shinya Yano, PhD

Former CEO
Astellas Venture Management
Head of Scientific Intelligence, Product and Portfolio Strategy
Astellas Pharma Inc.
Tokyo, Japan