Biotechnology companies in their early stages are very fragile organisms. Perhaps one of the least addressed issues in ensuring their maturity and growth is the nurturing of their internal identity. This process of creating a system that smoothes the inevitable internal friction in the workplace is generally known as creating a "corporate culture." While all successful companies have one, defining it is more difficult. If you think about the differences between the cultures of Microsoft and IBM, you instantly understand that success in this regard can come in very different packages. I believe that all truly great companies grow from distinctive cultures that reflect leadership styles. Nowhere in the development of a company are the skills of the CEO more necessary nor more apparent.
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