Switching from academia to industry - and back
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Switching from academia to industry - and back

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Switching from academia to industry - and back (Jeffrey Glennon Ph.D). Lunch seminar, March 13, 2012.

Switching from academia to industry - and back (Jeffrey Glennon Ph.D). Lunch seminar, March 13, 2012.

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    Switching from academia to industry - and back Switching from academia to industry - and back Presentation Transcript

    • Switching from academia to industry – and back NetworkingJeffrey Glennon Ph.D.Assistant Professor,Department of Cognitive Neuroscience,Radboud University Nijmegen Medical Centre,Donders Institute for Brain, Cognition and Behaviour,Jeffrey Glennon Ph.D.Nijmegen, The Cognitive Neuroscience,Department of NetherlandsRadboud University Nijmegen Medical Centre,Donders Institute for Brain, Cognition and Behaviour,Nijmegen, The Netherlands.Email: j.glennon@cns.umcn.nl
    • “Brooklyn is where I primarily developed. I had anopportunity to make records and perform in clubshere and there, and I started networking with theright people in the right places.” Busta Rhymes
    • “Brooklyn is where I primarily developed. I had anopportunity to make records and perform inclubs here and there, and I started networking withthe right people in the right places.” Busta Rhymes
    • There is no manual on how to work in industry unlike in the clinic!
    • At what level can you start to make an industrynetwork?There is no starting point. NOW is the time to start!And YOU have to make the network happen. No-one else.
    • Look for, make and be aware of OPPORTUNITIES
    • “He thinks he can use the jail for networking tobe somebody. In that way, hes alwaysoperating.” John Leguizamo
    • Know what the goal is:
    • Goals in industry are not the same as in academia(although you might do the same research for a differentobjective!)
    • Drug discovery & development
    • The Pharma R&D ProcessResearch Program Develop Project Registra Product ment tion
    • How is industry organised? Proof of PrincipleExample of Pharma R&D Safe drug candidate In vivo drug candidate In vitro drug candidate Verified Hit Robot ready assay Target From Target to Proof of Principle (POP)
    • Public private partnershipsDutch-based: TI Pharma, TI-Food & Nutrition, CTTM,etc.EU-based: Innovative Medicines Initiative (IMI)
    • Large Pharma vs. Smaller SMEsLarge pharma: you are one small part of a huge process.Job stability is good. Previously permanent contracts ..now usually 2-5 year contracts to start with. Howeverdirection of the company, its structure and content canchange rapidly … reorganisations are the norm (every 3-5 years) … get used to change …Smaller SMEs (small medium enterprises): you will be abigger fish in a smaller pond; have greater impact (bothfor better and worse); can rapidly change direction; smallunited teams which are working for each other. Less jobstability unless finances are strong.
    • Examples of large Pharma vs. Smaller SMEsLarge pharma: Pfizer, AstraZeneca, Eli Lilly, Roche,Novartis, Abbott, Boehringer-Ingelheim, Bristol MyersSquibb, Otsuka, MSD … are often members of EFPIA(European Federation of Pharmaceutical IndustryAssociations) – and thus allowed to be in IMI.Smaller SMEs (small medium enterprises): there’s a lot ...A lot of start-up SMEs will fail. Some have been set up byentrepreneurs, some as spin-outs from academia, someare more-scientifically led and some more business-led;you actually need both …Examples: Octoplus, Synthon,Lead Pharma, MobiHealth,Metris, Synaptologics … look in the bioscience parks,e.g. in Leiden and the in Mercator centres (Nijmegen)
    • Moving from academia to industry – what should Iexpect? What do they want?Efficient way of workingGood time managementGood project managementGood oversightGoal-directed
    • Moving from academia to industry – what should Iexpect? What do they want?Working in teams – using & working with talented peoplein other fields – realising that your expertise is importantbut only one small part of the bigger picture – swallowyour ego – you won’t achieve very much on your own butyou will if you reach out to individuals outside yourdiscipline.You will need to push to develop your industry career asa postdoc – get to know the managers (both line andcontent – and show your unique selling point). The line-between postdoc and groupleader is not as clear-cut inindustry – opportunity …
    • Interview at industry – what should I expect?What do they want to hear?Expect to meet people:At the same level as your proposed function (yourcolleagues … they will want to know – are you a good fit?Can they work with you?)Your line and content managers – your potential bossesWill want to know can you deliver? What are your uniqueselling points? What do you bring to THEIR team that isnot already their? How do you add value?Your colleagues who you will be responsible for – canyou win their trust / respect – demonstrate knowledge(both content and technical) and listen to what they say.
    • What about the science?Quality scientifically in industry is very high … as it is inacademia …But: Be careful of intellectual proprerty issues if you wantto publish and come back to academia.
    • What sort of functions are available in industry?To give the example of pharma:In vitro and in vivo pharmacologist, bioinformatician,biostatisticians, molecular and cellular biologists,geneticists, biochemists, proteomics, technique basedspecialists: mass-spectrometry, NMR specialists, organic(medicinial) chemists, pharmacokineticists, in vitro and invivo toxicologists, data managers, IT support, regulatoryspecialists, QA-QC specialists, clinical pharmacologists,medical doctors, project managers, line managers,department heads, programme managers, businessdevelopers, patent attorneys, financial officers, etc ….
    • Line versus content managementLine managers, e.g. group leaders / department headsshould have strong people skills …Be able to- lead- motivate- communicate- set realistic goals for individuals as well as groups- have good oversight
    • Content managementProject managers / programme (multiple (usuallylinked)projects leading to a research programme)managers which manage content should have strongstrategic skillsBe able to:- Focus on key content needs and break it down intosteps to get a project done- Lead a group in a specific direction- Work with line managers to get their project running- Motivate groups- Goal-directed- Have good oversight- Keen sense of strategy- Be able to work together with finance / legal personnelto help in getting the project / programme done.
    • Ask yourself – what can I give?If you see networking with industry / or workingtheir. Think of trading: ask yourself – what do I andthey gain?"Nobody talks about entrepreneurship as survival, butthats exactly what it is and what nurtures creativethinking. Running that first shop taught me business isnot financial science; its about trading: buying andselling.” Anita Roddick, founder of The Body ShopDo not be overly analytical about this. Go with yourgut-feeling. Can you work with this person? Do youtrust this person? Surviving in industry depends ona good network
    • In what context should I network with industry?- Collaborations- Consortia- One-on-one- Personal grantsMake connections!
    • In what context should I network with industry?- Collaborations- Consortia- One-on-one- Personal grants- Organise symposia / workshops together- Contract work- Contact both those in- and out-side your professional area (Public private partnerships offices (IMI, TopInstitutes, Agentschap NL, subsidy & valorisationofficers)
    • VERY IMPORTANT!!!Have a vision of what yourend-goal should be!Think how are you going to makethat happen.*** And if you don’t have theexpertise … find someone whodoes … either in your company orin the network of someone who’sin your network.
    • Be aware of what your ownmotivations areand what those of others are!- What do they want?- If you are going tosuccessfully work in industry,give them something theywant!
    • Interconnectedcircuits definetraits / functionsThese are alsorelevant to howyou shouldbehave inindustry!Taber et al. Annu. Rev.Med. 2010. 61:121–33
    • Circuit outlined in RED mediates executive functions such as organization, planning, and attentionTaber et al. Annu. Rev.Med. 2010. 61:121–33
    • PLAN, DECIDE and DO!Taber et al. Annu. Rev.Med. 2010. 61:121–33
    • Circuit outlined in BLUE mediates socially appropriate behavior, impulse control, and empathyTaber et al. Annu. Rev.Med. 2010. 61:121–33
    • JUDGE THE SITUATION. IS IT APPROPRIATE OR NOT? CAN I HELP? WHAT DOES THE TEAM AND MY COLLEAGUES NEED TO MOVE FORWARD?Taber et al. Annu. Rev.Med. 2010. 61:121–33
    • Circuit outlined in GREEN produces motivation by balancing the inhibitory input of the supplemental motor area with its own stimulus that supports wakefulness and arousalTaber et al. Annu. Rev.Med. 2010. 61:121–33
    • BE AWARE & MOTIVATED. If you are not, your competition will be!Taber et al. Annu. Rev.Med. 2010. 61:121–33
    • E-networkingMyspace, Hyves, Facebook,Twitter, LinkedIn, GoogleWave, Google Buzz, variousblogging platforms…Do e-networks work forindustry contacts?Yes and no. Good for initialintroductions. Personalcontact and trust is far morepowerful.
    • When networking with industrycounterparts: make clear nextsteps (otherwise the contact dies)Don’t end with something vague… “hey maybe we can help eachother out” … end with a concretenext step … “let’s meet at 12 nextTuesday to discuss how tooptimise the proposal for yourmanager.”Make an opportunity to meet andreinforce the collaboration /network.
    • If at first, you don’t succeed ….
    • Best of luck with building your industrynetwork !!
    • Questions / advise: email:j.glennon@cns.umcn.nl