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A tight knit team is a group of competent individuals who care deeply about each other. They are fiercely committed to their mission, and are highly motivated to combing their energy and expertise to a

According to USFDA, a combination product is one composed of any combination of a drug and device; biological product and device; drug and biological product

chieve a common objective. From our observation and studies on teamwork in the workplace, we have found three primary conditions that have to be met in order to attain higher levels of team performance

; or drug, device, and biological product and fixed dose combination would include two or more combinations of drug.

Examples of combination products may in

and member satisfaction.

Resources and Commitment
Ownership and Heart
Learning

These three conditions are the heart and soul of teamwork. These conditions are not a blueprint.

lude drug-coated devices, drugs packaged with delivery devices in medical kits, and drugs and devices packaged separately but intended to be used together.

Each group is unique, and the specifics and details of teamwork have to be worked out separately. Let’s look closer at number one - Resources and Commitment. RESOURCES AND COMMITMENT
here is enormous increase in the number of combination products entering the market in the recent years. Combination products have proven advantages but fixe

A strong personal commitment and leap of faith are needed to start up and sustain tight knit teams. Genuine energy and resources are required during the early stages. For example, important non-task
d dose combinations are still in the process of convincing regulatory authority on their advantages over the single ingredient formulations.

Combination pro
time is needed for teams to meet and establish identity, expectations, spirit, bonds, and patience is required for learning, coaching and behavior change that is consistent with team principles. Inves
ucts have become life saving products for the pharmaceutical companies who doesn’t have many innovative molecules in their product pipeline and have been inc
tment in teamwork is very intangible. You can’t measure it like most corporate assets that can be sold off for a profit if you have a couple of bad quarters. Teamwork in the workplace requires a lot o
easingly used in the product life cycle management. Even the companies having product patents are trying to extend their product life cycle through the combi
f care, sensitivity, and patience for it to pay off in the long run. This is not exactly the formula that most organizations run on these days. Typically we see organizations pre occupied with putting
nation products and maximize the revenues. But the companies involved in this practice are overlooking that they are burdening the patients both economically
out fires and handling crises. Most organizations have a very short-term focus and many leaders are not enlightened enough to invest in fire prevention and not get caught by the excitement of the task
and physically. They need to rightly judge the benefits of the combination products and they have to even look at the risks involved when combining the produ
or by the activity trap that is so common today. It doesn’t take much to bring a group of individuals together to do a job especially if you are depending on just a compensation package to get them to
ts. Some of the combination products were well accepted by physicians while others suffered. Companies involved in development of combination products are fi
produce. On the other hand, teamwork in the workplace does take a deep personal commitment and belief in team synergy and collaboration. Some managers harbor the belief that work only gets done when
ding difficulty in defining their combination products and facing various challenges from selecting a combination to marketing it.

Following aspects would a
there is a singular powerful, expert, authoritative figure running the work group.

When you look closely at it, you are likely to find that a disturbingly large number of organizations are built around
dd to the challenges in developing combination products:

Which markets to tap where the combination products can do fairly well?
Which combination prod
rugged individualism and that people want to build their own empires and work independently. So many of us have been taught in life to commit to win-lose competition for academic grades and sports scor
cts are meaningful and rational?
Which therapeutic categories to select?
Which Combinations can address unmet needs of the patients?
Do combin
es. We learn to “go for the jugular” very early on in life, and we put our faith and commitment into this mode of thinking. Competition can be fun and rewarding if we can get this powerful drive aimed
tions increase the patient compliance?
What would be the developing cost?
How to tackle the risks encountered during combination product developmen
and the right target. The problem we see in a lot of situations is that teamwork in the workplace is being killed by “friendly fire.” In other words, we are directing our competitive energies at looki
t?

As combination products don't fit into the traditional categories of drugs, medical devices, or biological products, the USFDA is in the process of devel
ng better than another person or looking better than another team in the organization.

All too often we compete for personal rewards at the expense of others. We act as though our department is in a r
ping new procedures for reviewing their safety, efficacy and quality.

Professional from academic institutions, pharmaceutical industries, health care indust
ce with other departments, and we take our eye off the real competition. The fact of the matter is that we have found few organizations that are committed enough to base some of the reward system on te
y and representatives from various regulatory agencies are working out to design the regulatory requirements for manufacture and sale of combination products
amwork and make it a priority. It seems that in earlier generations it wasn’t a big problem and teamwork was naturally rewarding. People on the farms and ranches had to cooperate to survive. Successf
.

As there is an increasing trend of the combination products companies manufacturing such products should be able to tackle the problems involved in the de
ul crops and survival of the livestock depended on joining the efforts of many. Barns and homes were constructed as a result of teamwork, only we called it being neighborly.

Amazing things could be ac
elopment. They need to be wiser in analyzing the market trends and the regulatory requirements.

Companies that provide selfless information through particip
complished today if we could get members and leaders to trust and commit to the teamwork process of joint problem solving, consensus decision making and shared leadership and win/win conflict resolution

tion in industry events and feedback to regulatory authorities would be able to face the challenges and will be successful in developing combination products

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