Decision Leaders. How decision-making experts make a difference
Episode 3 | Interview Rodrigo Puga & Ernesto Weissmann
Decision-making in the Pharmaceutical Industry is a complex process where every decision impacts patient lives. In this conversation, Rodrigo Puga, SVP at Pfizer, shares his insights on making high-stakes decisions under pressure, the lessons learned during the pandemic, and how to foster agility and effectiveness in a highly regulated environment.
Making decisions in the pharmaceutical industry is anything but simple. Every choice must go through multiple levels of approval while adhering to stringent regulations. Moreover, the impact of these decisions can be life-changing for patients. During the COVID-19 pandemic, Pfizer developed a vaccine in just nine months and produced four billion doses—an unprecedented achievement that required a complete transformation in decision-making processes, proving that it is possible to be faster, better, and more effective by making bold decisions under immense pressure.
To understand how decisions are made in this challenging ecosystem, Ernesto Weissmann, partner at Tandem, spoke with Rodrigo Puga, SVP of Internal Medicine at Pfizer. He shared his insights on leadership, innovation, and the future of decision-making in the pharmaceutical industry.
Leadership Lessons
EW: Rodrigo, you have worked in multiple countries and roles. What have you learned about decision-making in business?
RP: Early in my career, I focused on finding answers. Over time, I realized that asking the right questions is even more important than having the right answers. Especially in leadership roles, where you’re not on the front lines daily, your job is to guide your team and help them navigate complex decisions.
In the pharmaceutical industry, this mindset is critical. The real challenge isn’t just increasing market share; it’s understanding why market share isn’t growing. Getting to the root cause of a problem leads to more effective solutions.
EW: How has your leadership style evolved over time?
RP: My leadership approach has been shaped by my life experiences. Having lived in eight countries and worked in various disciplines, I’ve learned that there are multiple ways to approach problems. Embracing diverse perspectives has been invaluable in decision-making.
One of the most significant shifts in my leadership style was learning to say “no.” In the early years of my career, I took on every challenge, which helped me grow. But as my responsibilities increased, I realized that prioritization is key. Today, success is about directing efforts effectively and ensuring the team is aligned with strategic objectives.
Decision-making at Pfizer
EW: How does a company as large as Pfizer ensure intelligent and agile decision-making?
RP: The key is making sure that decisions are made as close as possible to the issue at hand. We implemented a concept called “Pilot in Command,” where individuals, regardless of rank, are given full decision-making authority for critical projects. This eliminates unnecessary bureaucratic delays while maintaining accountability.
We also encourage leaders to focus on a limited number of priorities. Instead of trying to manage 75 initiatives at once, we ask them to define a maximum of five key objectives per year. Additionally, we introduced the “Timeout” initiative, which allows employees to pause and reassess projects if they feel there are too many competing priorities. This approach fosters a culture of strategic focus and better decision-making.
EW: During the pandemic, Pfizer developed a vaccine in record time. How has that experience shaped decision-making post-pandemic?
RP: One of the biggest lessons from the pandemic was the power of alignment. During the vaccine development, the entire organization was focused on one mission. We now apply that principle to our daily operations by ensuring that teams are aligned on their highest-impact objectives.
The pandemic also showed us that large organizations can be more flexible. We’ve implemented more agile processes, cross-functional collaboration, and a greater emphasis on speed without compromising quality or compliance.
Innovation and AI at pharmaceutical industry
EW: How does Pfizer drive innovation at scale?
RP: We foster a “breakthrough mindset,” where employees are encouraged to propose ideas that push boundaries. Every team member is required to submit two breakthrough ideas per year—ideas that have never been attempted before and have the potential to significantly impact the company. We measure and reward success based on these ambitious initiatives, ensuring that innovation remains a core part of our culture.
EW: Let’s talk about AI and the future of decision-making. How do you see AI shaping the pharmaceutical industry?
RP: AI is already transforming the industry, particularly in clinical research, where it enables faster and more efficient data analysis. However, AI is still in silos; we have yet to see full-scale integration across all business functions.
The key challenge is determining when and how to leverage AI. Leaders will continue to play a critical role in connecting the dots—deciding when to rely on AI and when human judgment is essential. AI will undoubtedly drive efficiency, but strategic decision-making will remain a human-led function for the foreseeable future.
EW: Rodrigo, thank you for such an insightful conversation.
RP: It was a pleasure. Discussions like these are always valuable, and I look forward to learning from other leaders as well. Thank you for the invitation.
The pharmaceutical industry presents unique challenges in decision-making, requiring a balance of speed, precision, and ethical responsibility. Leaders like Rodrigo Puga highlight the importance of fostering a culture of agility, innovation, and strategic thinking to navigate these complexities effectively. The “Decision Leaders” series continues. In our next episode, we will explore decision-making in the Oil & Gas industry, diving into the challenges and strategies shaping this critical sector. Meanwhile, check out the interview with Ignacio Pugliese, President of the Asia Region at Bimbo.