I hear people on both ends of the spectrum—those who say, “We need to get back to the way it was as soon as possible,” and those who say, “You know what? Subscribed to {PRACTICE_NAME} email alerts. The lingering question is will the virus have a second wave and, if so, where? An edited excerpt of their conversation follows. Brian McNamara: In April, we announced a partnership with Sanofi to develop a COVID-19 vaccine. Millions of people live with unmet healthcare needs. I never could have predicted how well it’s gone. We want to help change this, using our scientific expertise, our partnerships and our global reach. What role will core marketing and digital marketing play? Brian McNamara is CEO of GlaxoSmithKline Consumer Healthcare and Warren Teichner is a senior partner in McKinsey’s New Jersey office. Never miss an insight. Our focus has been making sure we have the right systems and protocols in place to keep our people safe. Most transformations fail. Although we closed the transaction with Pfizer that combined our consumer healthcare businesses in July 2019, we are still in the midst of integration and continuing to drive our innovation pipeline and the long-term programs. I don’t think it will go back to pre-COVID-19 levels. Brian McNamara: We anticipate an acceleration in e-commerce—specifically, in the over-the-counter space. Please try again later. Brian McNamara is CEO:Consumer Healthcare at Glaxosmithkline PLC. We’re also focused on the role we can play in local communities. People create and sustain change. What is the next normal? In just a few weeks, we transitioned our 25,000 employees, with the exception of manufacturing and frontline workers, to a home-based work model. For example, we signed a deal with Mammoth Biosciences for a COVID-19 in-home diagnostic kit based on CRISPR McKinsey: Looking ahead, what do you think the workplace of the post-COVID-19 future will look like? Throughout the pandemic, we’ve had more than 8,000 employees showing up to work every day in our 30 manufacturing plants around the world. 1 United Kingdom. But we’ve accomplished so much. 980 Great West Road And I think that will stick. COVID-19 has also heightened consumer awareness of health and wellbeing, and it’s a trend that will likely stick. Our purpose is to help people to do more, feel better, live longer. Right now, OTC e-commerce sales are only 2 to 3 percent of sales in the US, so there is lots of room for growth. But we also had to pause a lot of initiatives as a result of the pandemic. How do we make sure we stay focused on our critical priorities? We’re much more focused on decision making and have streamlined our processes to work faster. Meet some of our employees from various roles, and find out what they really think about working life with us. We'll email you when new articles are published on this topic. What have been the takeaways for GSK? We use cookies essential for this site to function well. Middlesex Information and tools for investors including share and dividend information, share price analysis, latest news and corporate reporting, Discover our latest financial performance announcement and search for historical quarterly results materials, Explore the latest news, different ways to stay in touch and available useful resources, Keep up to date with our news and recent announcements. In July 2020, GSK Consumer Healthcare CEO Brian McNamara spoke with McKinsey senior partner Warren Teichner about the changes the company has made to adapt to these unprecedented times, the critical role of a resilient supply chain in business continuity, and the importance of staying connected with consumers. Brian McNamara - download image from Flickr (JPG). It’s also important to be thoughtful about single sourcing or double sourcing key raw materials. GlaxoSmithKline PLC operates as a research-based pharmaceutical company. Brian McNamara: At GSK, our purpose is simply stated—to help people do more, feel better, and live longer. McKinsey: What have you observed in China’s recovery since the original COVID-19 outbreak and what does that mean for the rest of the world? And despite travel restrictions, country shutdowns, and lockdowns, we also closed 31 markets in Europe after the ThermaCare divestment, in May. See Brian McNamara's compensation, career history, education, & memberships. When the pandemic started, GlaxoSmithKline (GSK) Consumer Healthcare set three priorities: caring for its people, ensuring business continuity, and being part of the solution. those markets. We made decisions faster and streamlined portfolios to increase output. CEO:Consumer Healthcare, Glaxosmithkline PLC, Head:Consumer Health Business, Glaxosmithkline PLC, Glaxo Profit Beats Estimates as Vaccination Rates Recover, Sanofi, Glaxo to Supply 200 Million Covid Vaccine Doses to Covax, A $75 Million Drug Sale Lands Teva a $235 Million Penalty, Pandemic a Shot at Redemption in Pharma Industry, Glaxo CEO Says, Sanofi and Glaxo Start Human Trials for Covid-19 Vaccine, Covid-19 Antibody Race Is On as Glaxo and Vir Start Key Study, World Self-Medication Industry Association. The more companies that can succeed in developing a COVID-19 vaccine, the better because it’s what the world needs. Brian earned an undergraduate degree in Electrical Engineering from Union College in Schenectady, New York and an MBA in Finance from University of Cincinnati. Let’s see how it goes elsewhere. The positives: incredible efficiency. I also see a shift toward purpose-driven brands motivated by a core mission and the need to solve a problem or meet a societal need. tab. Our products are truly making a difference, and that elevates our industry in consumers’ minds. As the virus spread, the lesson of local empowerment is one we applied around the world. This is a huge opportunity to elevate the connection with consumers and make a lasting contribution to humanity. We will also see a fundamental shift in consumers proactively managing their health, particularly in the consumption of immunity products and vitamins, minerals, and supplements products.
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