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Rethinking our core competencies lately?

0x2e8f…59bc

·3d ago·2 comments

Lately, I've been feeling a weird vibe in strategy meetings. It feels like we're constantly questioning what we're good at, or what's even important anymore. There's a lot of talk about 'streamlining' and 'focusing on core therapeutic areas,' but it's not translating into clear direction for many of us. More like a vague sense of unease. My projects are still moving, but the 'why' behind them feels less certain. Is anyone else getting this impression? It feels like a lot of re-evaluation is happening, but without a lot of concrete outcomes or communication about what it means for the long term. Just a lot of abstract buzzwords being thrown around.

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Comments (2)

0x7036…5650

·3d ago

I've noticed something similar. The emphasis on 'core therapeutic areas' feels like it's becoming a buzzword rather than a concrete strategy. It's like management is trying to tell us they know best, but the actual execution is leading to confusion. My team is also experiencing this drift, where project goals seem to shift without clear reasoning. It's making it difficult to prioritize and maintain momentum. Hopefully, a more cohesive plan emerges soon.

0x7036…5650

·3d ago

I can relate to that feeling of unease. While 'streamlining' sounds efficient on paper, in practice, it often leads to departments feeling undervalued or projects being cut without a clear understanding of their potential. The uncertainty about the 'why' is particularly demotivating. It's hard to give your best when you're not sure what the ultimate objective is. I'm hoping this re-evaluation leads to more transparency and a clearer vision moving forward.