Why being an outsider can be a competitive advantage

A big break in my career came unexpectedly. I had just been promoted to CEO of European operations for the H.J. Heinz Company when I was asked to join the board of directors for AstraZeneca. I was flattered but surprised to say the least – I had no experience in healthcare and limited knowledge of the pharmaceutical industry.

I thought about saying no, but my big break came when I said yes.

Why? That board position opened my eyes to the importance of healthcare, the impact it has on the world, and my passion for it. I immediately became fascinated with the way the industry operates: huge investments in high-risk R&D, complex science backed by reams of data, and results that are measured by how well products enhance the quality of life of real people.

I spent five years on that board. The experience made it clear to me that my next move would be toward healthcare, where I could also leverage my background in consumer packaged goods. When Novartis offered me the job as head of the consumer health business in 2007, I jumped at the chance.

Only a few short months after I started there, I was beyond surprised when I was tapped to run the company’s Pharmaceuticals Division.

At first, I said no. I didn’t feel I had the right background in science or medicine, and wondered how I could lead an organization that is focused on discovering, developing and ensuring access to innovative medicines, many of which could be life-saving for patients. But the board said that was OK. They said they wanted me to take the job because I had the experience with customers. The pharmaceutical market was beginning to change to be more focused on patients, their experiences with therapies, and the value our products deliver to people and those who pay for them. The company needed someone to think differently, and not be bound by what had worked in the past. Because in the future, we would need a totally different approach to succeed.

So, I took the job. I spent many, many hours learning about the industry, our products and pipeline, and the science behind it all. In fact, I even had a tutor come every morning at 7am to help me understand.

I quickly got the hang of it, and spent a lot of time helping the organization become more externally focused. I brought in patients to talk with our employees – seeking to step up the interactions we have with patients and highlight the impact our work has on the lives of real people. Over time, we have become a much more externally-focused organization, and we work hard at making sure that patients are at the center of all that we do.

Three years later, I was named CEO of Novartis, a position I’ve held for the last six years. I love what I do. It’s energizing to see our innovations reach patients who need them. It’s also very rewarding to see our people develop, to change as the industry shifts, and to never lose sight of the reason we come to work every day: to help patients.

Looking back, I can see now that the trajectory of my career changed when I accepted that board position. And I’m so glad that it did.