Pharmaceutical Product Launch Planning

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01

Marketing Competencies Frameworks or Models - Pharmaceutical

While there is no pre-existing information to fully answer your question, we've used the available data to pull together key findings: Johnson & Johnson has a "global leadership profile competency model," which includes assessments, for its managers which was featured in a 2009 dissertation. Other pharmaceutical companies appear to have deliberately suppressed information about their internal procedures in this regard, as other case studies do not name any specific company. However, the ongoing discussion about establishing management competencies assessments at even the pharmacist level strongly suggest that this practice would be widespread among large pharmaceutical companies.
Below you'll find an outline of our research methodology to better understand why information you've requested is publicly unavailable, as well as a deep dive into our findings.
METHODOLOGY
We conducted a thorough search of both peer-reviewed literature and white papers and articles written by experts in the pharmaceutical industry. While we nominally attempt to keep all sources within the past two years to ensure that our information is as up-to-date as possible, this failed to produce the needed case studies. We consequently expanded our search to include older material. We also searched the websites of pharmaceutical companies such as Johnson & Johnson for insights into their frameworks and models in regard to assessing their own competencies.
After a thorough search of the available public sources of information, we were unable to positively identify which pharmaceutical companies have frameworks or models in place to assess the "managing the business" competencies of employees. This is not to say that they are not doing so, of course. In fact, we found that both a book and multiple case studies on this subject are careful not to name-drop even when it would be to their advantage, e.g., to prove their own competency as consultants in this area. This strongly suggests that the companies involved request that their names not be used. Our hypothesis is that the companies in question do not wish to give away potential competitive advantages by publishing their internal policies and procedures.
JOHNSON & JOHNSON
We found one possible exception to the above rule, a 2009 dissertation on the benefit to a trial group of 24 Johnson & Johnson managers, who (per the abstract) "received 360° feedback on ten leadership competencies approximately twelve months after participating in an internally-sponsored six-month leadership development program." According to this paper, Johnson & Johnson have ten competencies which compose their "global leadership profile competency model." However, the actual details of what that model assesses (pp. 151-158 of the full report) does not seem to address functional skills. On the other hand, they do fit the criteria of "problem solving, decision-making," et al. which are listed in the request.
OTHER USEFUL FINDINGS
While we were unable to locate further examples which prove that specific pharmaceutical companies have frameworks for competency assessment in functional management skills, we did find that there is a discussion going back to at least 2010 on creating international standards for assessing competencies in all areas of the pharmaceutical industry, including management. The original paper which launched the discussion, "A Global Competency Framework," was published by International Pharmaceutical Federation (FIP) Pharmacy Education Taskforce. This was followed up by a 2012 paper, which suggested that international standards for the assessment of competencies, including management competencies, should be established even down to the individual pharmacist level.
These papers are focused on the pharmacy side of the pharmaceutical industry, and therefore may not be a perfect fit for the criteria of the question. We offer them here due to a possible ambiguity in what is included in "pharmaceutical companies." However, even defining pharmaceutical companies to include only the manufacturers, the existence of a discussion on imposing international standards even down to the individual pharmacist level strongly suggests that all major pharmaceutical companies would have assessment frameworks in place for their own management teams.
CONCLUSION
Despite the apparent deliberate reservation of internal procedures from the public domain by most pharmaceutical companies, we have identified that Johnson & Johnson does perform assessments of even middle management to determine their competencies, though we could not prove that this includes functional skills. Calls for international standards at even the individual pharmacist level make it very likely that the practice is widespread at the manager level of large pharmaceutical companies.

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