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LIFESCIENCELEADER.COM 57 JUNE 2014 Simplify your contract manufacturing with process development, cell-culture manufacturing, formulation development, vial and syringe filling and secondary packaging all in one location. Accelerate the delivery of your life-enhancing products to patients, and work with one point of contact and one set of business practices. To see our capabilities videos, visit w w w.youtube.com/user/cookpharmica, or contac t our Business Development team at busdev@cookpharmica.com. SIMPLIFY YOUR CONTRACT MANUFACTURING www.cookpharmica.com ' ( 9 ( /2 3 0 ( 1 7 Ř & / , 1 , & $ / Ř & 2 0 0 ( 5 & , $ / Ř ' 5 8 * 6 8 % 6 7$ 1 & ( Ř ' 5 8 * 3 5 2 ' 8 & 7 k&22. 3+%$'9/6/0$5(1 company's history" was neither predict- ed in advance nor evident in a review of metrics after the fact and was perhaps a perfect storm. "You can be sitting at the top feeling confident, but in fact you may not yet know that you are already sliding in terms of erosion in your capabilities. and culture — that you fall into trouble," says Poole. Throughout the expansion, the Belgian team will monitor the plant's metrics and key performance indicators (KPIs), but the failure to predict the Allston Landing cri- sis has shown Genzyme one cannot rely on data alone. While Poole believes les- sons learned at Allston Landing have left Genzyme better equipped to foresee and avert crises, she knows there are limita- tions to how well past experiences can help fix or prevent future problems. "Could I sit here today and reassure you that we would never have another setback or lose confidence in the future?" says Poole. "No one could honestly make such a claim about any plant. The task of today's lead- ership is to complement technical leader- ship competence with the adaptive and systemic leadership capacity that is well- matched to complexity." For Genzyme, and all manufacturers, part of the challenge is to pick the right metrics. In hindsight, the factors tracked at Allston Landing before the crisis were clearly imperfect. Poole thinks there is still room for Genzyme and its peers to improve. "I'm not convinced that as an industry we have the right met- rics. We track a ton of things, but are they really the right metrics to measure organi- zational health?" The question can only be answered by decades of accurate forecasts — or one very bad prediction. At Allston Landing, a five-year period that is described by Poole as "truly the most challenging and painful in our While nobody who worked there in the summer of 2009 will forget how quickly the situation can change, the plant is on a positive path forward and bears little resemblance to the site that faced such significant challenges five years ago. That's the Allston story," says Poole. L We track a ton of things, but are they really the right metrics to measure organi zational health? S A N D R A P O O L E Senior Vice President Biologics Operations at Genzyme 0 6 1 4 _ P h a r m a _ M a n u f a c t u r i n g _ G e n z y m e . i n d d 4 0614_Pharma_Manufacturing_Genzyme.indd 4 5 / 2 1 / 2 0 1 4 1 1 : 5 7 : 0 7 A M 5/21/2014 11:57:07 AM