When two become one: The merger of pharmaceutical companies always creates turmoil behind the scenes
Through DRA, I have been involved in the merger process of some pharmaceutical companies as a responsible person of GDP activities. Merger processes always involve big changes, and these changes will go on for at least a year from the time the actual acquisition was made at the global level. Because of this, the personnel’s ability to tolerate change is seriously tested.
Despite the ongoing upheaval, the operations must continue, and the company must be able to guarantee the quality of its products the whole time. The responsible person is responsible for the company’s quality management system, and the company cannot operate for even a single day without a responsible person if it has a wholesale licence in Finland. The responsible persons of the merging pharmaceutical companies must cooperate so that common practices can be agreed and the quality management systems harmonised before the companies merge.
After the merger, one of the responsible persons will lose their position because one company does not need two responsible persons. This is naturally an emotionally draining situation, and it is not unusual for one or both of the responsible persons to resign and find work elsewhere even before the merger is completed.
In these kinds of situations, outsourcing the role and work of the responsible person is an excellent option. When the responsible person is also a DRA employee, they can focus on the work instead of worrying about their future. They will have more psychological resources for planning and implementing the merger.
As a DRA employee, I personally find these kinds of assignments very inspiring and educational. The project will end at some point, and then it is time for a new challenge.