Change management is notoriously difficult. One of the reasons may be because the organizations are making the same errors all over again and they do not learn from good or bad experiences. I have seen the same pitfalls across the biopharmaceutical sector to various extent. The new executives coming in, big ideas are flashed out, and then everybody is asked to implement what they were told. The results: poor or just plain bad. Even if the initial implementation phases go pretty successfully, the sustainability of the change is usually short-lived.
I am a woman. Who I am, the way I think and operate is gender specific to some extent. I am ambitious, hard working and I have a clear vision of who I want to be in the future. I am proud of my career accomplishments. I go against the mainstream and confront issues and people without hesitation. I have never been “9am-5pm” person, I invest a lot of energy to go above and beyond for the sake of the teams and organizations I work for. I consider myself a very passionate professional. I am attached emotionally to my job, and I care deeply about my colleagues, business, and customers. Sometimes, I allow my job to get under my skin. I am not indifferent to my work environment and company culture. I try to serve as an example to others, but I am not ideal and make mistakes, like any other person. Passion to me is a tool, enabler of self-fueling. Staying passionate and emotionally invested translates to my high performance at work. 
Our lives are stressful, hectic and very much unpredictable, thus overflowing with anxiety. We cope with that unfortunate status quo and attempt to manage our daily schedules efficiently. Some of us become more organized with time, some of us just take one day at the time and dive in into the frantic business weeks, hoping to survive the Monday to Friday routine. It is so easy to forget about our bodies and minds in the chaos of everyday life. 
Effective communication builds trust, is critical to the success of any project and represents one of project management’s most important responsibilities. Excellent communication within the project team and between the project manager, team members, and all external stakeholders is essential and is correlated with a high team performance. 
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Every drug development program is led by some type of the team leader. Such position may have different names in every organization (e.g. asset, team, program, project lead, etc.). The primary accountability of that individual in all pharma organizations is yet similar: to deliver the program to support the R&D strategic goals and direction. 