Deconstructing
the Concept of
Hierarchy

Dr. Yver has strived to be the catalyst that ensured the institutionalization of what he calls “a deconstructed hierarchy.” Our conversation highlighted the three main criteria that he has kept in mind while developing the unique organizations and people he has led.


Understanding Governance

Governance is not a one-size-fits-all decision. It comprises three main aspects: one is defining the risk. Understanding the risk at the portfolio and company level allows the governance to correctly define the final business model. The second is knowing the time that is ‘real.’ Discussing the timelines at length with your team and prioritizing tasks collaboratively allows you to be accountable and ensure the best possible performance delivery. Finally, the third aspect includes the value you have to offer—the most important driving factor. You need to have good value—it could be commercial, reputational, and even human value. It is what drives you to achieve your goals.

The role of governance is to understand all these elements and create a framework that empowers the team to work collaboratively toward one common objective.


The second is defining a structured advisory process – internally and externally

Everyone has an opinion—like everyone should. As leaders, it is critical we emerge as sources of experience and viewpoints and not one of telling people what to do. Not realizing that every function has an opinion is a common mistake in the pharma industry, and it results in the project team struggling to find the best possible solution.

Allowing all stakeholders involved to have an equal say in the process might take time, but it also determines the most efficient and feasible path to take as a team. Having a structured governance allows for a stimulating environment for the team to brainstorm with flexibility and enhances the value you have to offer.


That leads us to our third point: Empowering the team to be accountable

The industry has one main driving force – to deliver the best science humanly possible for the benefit of the patients. Having a governance that deconstructs the traditional hierarchy, allows open communication between experts, and ensures a time and risk assessment before embarking on a project makes the team accountable for their results. A structured advisory process and governance provides you with a high-performing team that delivers—and you rely on them to be as upfront as possible without feeling cornered.