This culture of holistic and democratic decision making is underpinned by an awareness of the benefits of not only having a team of specialist staff, but also harnessing their knowledge and expertise to make better decisions.
“ I do not want to be the smartest person or the most intelligent person in the IT department,” Rajvir says.
“ I actually believe that the individuals that I hire need to be a lot smarter than I am. And they need to have this expertise in selecting the right technologies once we’ ve defined what the appropriate problem statements are for the organisation.”
Key to this culture is fostering a growth mindset, where experimentation and failure is met with support and improvement. This is critical in healthcare and pharma, where only a small minority of potential drugs reach commercialisation.
“ We encourage that notion of innovation and that notion of risk taking because that’ s part and parcel of the business that we’ re running,” Rajvir explains. arcutis. com 7