In a time when leaders are operating under increasing pressure from change, how do you at Roche foster the ability to make decisions that are not only accurate but also timely? Where do you draw the line between agility and overreaction?
We are witnessing that change is happening faster than ever before, impacting every aspect of business and life. At Roche, we believe that the best decisions come when all levels of the organization feel involved. Our decisions are made through collaboration between management and colleagues who are closest to customers and their needs. Every decision is made in line with the organization’s vision, mission and core values, with a clearly defined purpose that is linked to the company’s ultimate goals. Transparency in the decision-making process is also key, as it enables trust and better collaboration within the organization. We draw the line between quick adaptation and overreaction by staying focused on our strategic goals and regularly analyzing the impacts of our actions. This helps us maintain a balance between flexibility and a considered long-term vision.
Modern leadership increasingly relies on creating ‘psychologically safe teams’, environments where people feel they can speak up without fear of repercussions. How do you build this culture in your practice and why do you think it’s important?
Psychological safety is a cornerstone of our leadership and part of the culture of trust we strive for at Roche. We build it through open communication, regular organizational pulse-checks and educating leaders about the importance of inclusion and team empowerment. We believe that innovation comes from teams where everyone feels free to bring up ideas and make mistakes in a safe environment. This culture fosters creativity, optimizes community in leadership and directly contributes to our goal of improving patients’ lives.
How do you advise young leaders to develop their own professional identity in the digital world, especially those who do not want exposure on networks like LinkedIn, but want to be recognized and sought after?
Professional identity is built through consistent contribution, knowledge sharing and authenticity, and not just through a presence on digital platforms. We advise young leaders to be strategic in their approach – attending relevant conferences, publishing professional papers and participating in projects that create value for the community where they can build their credibility even without intensive use of digital networks. However, platforms like LinkedIn are a tool that can be a useful means of spreading influence and networking, especially in industries like ours where connections can accelerate innovation. I advise young leaders to invest in their professional development and improving their own leadership skills, as this will help them build their professional identity. Through continuous learning and development, they become recognized for their knowledge and contribution, which opens up new opportunities in the professional environment.
What do you consider to be the key challenge in intergenerational leadership today? How does Roche approach building bridges between more experienced staff and those just entering the system?
With four generations present in our team, we understand that diversity of perspectives brings a wealth of ideas, but also certain challenges in the approach to leading a team. Our philosophy is based on recognizing and valuing the unique contributions of each generation. The key challenge is to find a way to harmonize different expectations, ways of working and values within the common goals of the organization. At Roche, we build bridges between generations through open dialogue, mentoring, joint problem-solving and mutual sharing of experiences. We pay special attention to creating opportunities where younger colleagues can present their fresh ideas, while more experienced colleagues provide support through their knowledge and expertise. We believe that values are transmitted not only through formal initiatives, but also through everyday interaction and strengthening team cooperation, thus building a culture of learning and togetherness in which we all grow together.
In an era where the ‘quiet leader’ has become the new paradigm, how do you recognize and support people who lead without noise? Can success be built without constant visibility?
Success can definitely be built without constant visibility, and quiet leaders often bring key values to teams and organizations. Through their vision, quiet leaders guide teams towards results, carefully analyzing the situation and acting strategically. Our organization nurtures authenticity in every team member, recognizing a diversity of leadership styles – from those who stand out with a loud and energetic presence to those who lead subtly but with equal effectiveness.
Our expression of concern is reflected in creating a space where all leaders, regardless of their style, have the opportunity to achieve maximum contribution by acknowledging results, supporting ideas and enabling them to be implemented. Quiet leaders bring balance to teams, while their analytical and ability to sense the essence of challenges often represent the strength of the organization.
Finally, by nurturing courage, we encourage such leaders to maintain their specific style of work while supporting them in growing and taking initiatives. Diversity of leadership styles is not only accepted, but is considered key to innovation and long-term success. In this context, success is certainly not determined by loudness or visibility, but by a deeper contribution to the team and the organization.
How does Roche balance its corporate social responsibility with the need for its teams to be efficient, profitable and innovative, especially in the pharmaceutical sector, which is at the crossroads of market pressures and caring for people?
Our social responsibility is not an add-on to the business – it is at the core of our existence. It is translated into every segment of the business, from research and development to the availability of innovative therapies for patients. We balance efficiency and profitability with social responsibility through a focus on purpose – improving patients’ lives. Such purpose drives our innovation and ensures that Roche remains an industry leader, but with an ethical and human approach at the forefront.
If you had to single out one habit or attitude that a systemic leader must cultivate every day, what would it be and why?
Consistency in words and actions is essential because it builds trust and stability within the team. Also, the leader must have the ability to anticipate changes and assess when it is necessary to react quickly, and when to remain calm and think strategically. At Roche, we foster proactive leadership that is aligned with the needs of the organization and its broader impact on patients' lives. This two-way thinking supports the sustainable development and strengthening of team trust.
