Bayer COO: we stopped assigning sales targets. Our teams aimed higher
Article excerpt
At Bayer Pharmaceuticals, we made a decision that would sound reckless in many large companies: we stopped assigning sales targets to regions or countries. We did not eliminate accountability. We shifted it – from an annual number handed down from headquarters to employees deciding where resources will produce the greatest return for patients and the business. It was one of the hardest decisions I made. My 25-year career had taught me to equate sales targets and budgets with accountability. And there was an added complication: I still had a sales and earnings number to deliver. We are a publicly traded company, so along with our commitment to customers and patients, we guide the financial markets, and I am accountable to our shareholders. My first instinct was to take that commitment and divide ownership up among employees. But I chose not to. I came to believe that sales targets and budgets can undermine the accountability they were meant to create. Eliminating these numbers was only one part of a broader redesign of how we operate. Instead of adding layers to the bureaucracy, we stripped them away. Instead of locking in targets and budgets once a year, we began flowing people and resources to opportunities with the greatest potential. We deprioritized the rest. The goal was to put more authority – and accountability – in the hands of the people closest to the market. That...
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The team ultimately achieved blockbuster status five months ahead of schedule, contributing strongly to Nubeqa’s global sales of €2.4 billion in 2025.
