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Teams are often useful in situations where the task cannot be completed individually or if the task requires working interdependently. However, a successful team requires thought and pla

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

nning. Too often, a group of individuals is simply thrown together, given a mandate, "marching orders" and then told, "Now go make us proud!"

To create an effective work team, defin

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

Examples of combination products may in

d outcomes, common goals and correct skills are keys to success. Here are ten methods to create a successful work team.

1. Create a common, shared (team) goal.

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

There must be a central focus that the team is moving towards and it must also include a strong task orientation that translates into each person knowing how to move towards that go

here is enormous increase in the number of combination products entering the market in the recent years. Combination products have proven advantages but fixe

l.

2. Have measurable outcomes.
Team execution is usually more effective if you can measure what the team produces. Standards of excellence should be established so that the

d dose combinations are still in the process of convincing regulatory authority on their advantages over the single ingredient formulations.

Combination pro

team understands what the target is and ongoing measurement (milestones) towards the desired outcome should also be implemented.

3. Promote interdependency.
Each person needs

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

to know what he or she is going to contribute and also how what they contribute fits into the "big picture". Discourage personal (individual) competition in favor of the team's agenda a

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

d purpose.

4. Help the team to understand and appreciate differences.
Teamwork is an individual skill and each individual brings unique talent, value, communication needs, st

nation products and maximize the revenues. But the companies involved in this practice are overlooking that they are burdening the patients both economically

engths and limitations to the team. Building an effective, unified team requires each person first understands their own "style" and is then able to recognize and appreciate the "styles"

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

of others.

5. Make sure team members have the right skills.
Technical (hard) skills as well as interpersonal, problem solving (soft) skills are equally important to the team

ts. Some of the combination products were well accepted by physicians while others suffered. Companies involved in development of combination products are fi

s success. Don't neglect one for the other. Discover where the needs are and then provide the right training to meet those skill needs.

6. Train and then follow up on training.<

ding difficulty in defining their combination products and facing various challenges from selecting a combination to marketing it.

Following aspects would a

r> Long-term retention of newly learned training skills requires ongoing coaching and assistance from immediate supervisors and coaches. Frequent inquiries into how recently trained tea

dd to the challenges in developing combination products:

Which markets to tap where the combination products can do fairly well?
Which combination prod

m members are progressing and feedback will help them continue practicing what they have learned.

7. Spell out lines of communication.
It's important to know how to communica

cts are meaningful and rational?
Which therapeutic categories to select?
Which Combinations can address unmet needs of the patients?
Do combin

e with one another as well as the "flow" of communication.

8. Continually stress the team's purpose.
It may seem simplistic, but frequently reminding team members of the "wha

tions increase the patient compliance?
What would be the developing cost?
How to tackle the risks encountered during combination product developmen

" and the "why" is critical to ensuring the vision and mission stay fresh and that the team remains focused on the desired outcome. Revisit the team's mission as well as the desired outc

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

ome often.

9. Provide detailed agendas for team meetings.
Meetings are not always the most effective or efficient use of the team's time, but if a meeting is necessary, make

ping new procedures for reviewing their safety, efficacy and quality.

Professional from academic institutions, pharmaceutical industries, health care indust

ure it is structured so that the time is well spent. Outcome agendas are particularly effective. More than simply a list of items to be discussed, these will spell out exactly what outc

y and representatives from various regulatory agencies are working out to design the regulatory requirements for manufacture and sale of combination products

mes will occur during and following the meeting.

10. Be a model.
People will respond according to the actions - not the words of their leaders. If you want effective teamwor

.

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

k, model it first and foremost. Performance advisor and author, Darcy Hitchcock, puts it this way: "employees are professional 'boss watchers'. That is, what managers say means nothing

elopment. They need to be wiser in analyzing the market trends and the regulatory requirements.

Companies that provide selfless information through particip

nless their actions model what they say." Leading is the act of influencing others to act, which is difficult if you have one set of standards for yourself and another for everybody else

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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