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designed for or restricted to a single person. existing alone or consisting of one entity or part or aspect or individual. Word Family. one-person.
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Subsequently top executives at GSK became leaders in global health issues. Andrew Witty assumed the CEO position at GlaxoSmithKline in and became one of the leading spokespersons for global health in the pharmaceutical industry.
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Both have since partnered with the Gates Foundation on global health initiatives. While many helped with these efforts, what made it possible for Dr. Yamada to step forward with a steady voice and a sound vision? In several interviews with Dr.
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Yamada we identified four key mindsets that helped him catalyze this transformation. A single person with a clarity of conscience and a willingness to speak up can make a difference. Contributing to the greater good is a deep and fundamental human need. When a leader, even a mid-level or lower level leader, skillfully brings a voice and a vision, others will follow and surprising things can happen—even culture change on a large scale.
While Yamada did not set out to change a culture, his actions were catalytic and galvanized the organization. Prior to GSK, Yamada had a lot of practice with smaller challenges, from caring for the most complex patients in the intensive care unit, to becoming a department head and national leader in his field. Along the way he also led other efforts to change the status quo by actively helping more African Americans and women to join the gastroenterology faculty at the University of Michigan. The lesson is not to underestimate any chance you have, even if small, to hone your skills of challenging the status quo for the greater good.
He did not wait for someone else to speak out first, or for a committee to be formed to study the issue. He had built the skills to quickly recognize the problem, and also to advocate for a better way—a way GSK could become a leader in the fight against diseases that might not be profitable but would help countless individuals in dire need.
Over time the unacceptable can become the norm, and the energy for change dissipates. He emigrated from Japan as a teenager and entered the demanding field of medicine. Along the way he took up marathon running and edited a seminal page textbook of Gastroenterology, among many other achievements. Assuring success of the Tres Cantos lab was not accomplished with a simple signature on a document. The laboratory was initially funded by GSK with the expectation that the researchers would soon obtain external grants so the output from the lab would not have expectations of making a profit for GSK.
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Partnerships with many organizations and universities were also initiated and sustained to help support this work. His team, and ultimately many others at GSK, shared a desire to help those less fortunate. The work done by the Tres Cantos lab continues to impact countless people in poverty suffering from TB, malaria, and many other diseases. With the support and efforts of many at GSK, this positive vision and pathway for action reverberated across the organization and helped energize a culture shift. Today GSK is one of the top pharmaceutical companies for global drug access and global health initiatives.
In just the past 3 years Tres Cantos researchers have co-authored over scholarly research publications.
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The laboratory continues to provide independent researchers access to GSK facilities, expertise and resources to advance the understanding of diseases of the developing world. Yamada was one of dozens of executives we spoke to over the last several years to learn how one can succeed in making positive change in large organizations. In these interviews, we heard accounts that reflect the mindsets Yamada described.
In nearly every case we saw the power of one. In one example, a woman in a Fortune 50 company shared her experience in transforming her unit in Brazil.
After being promoted to a senior position at headquarters, she saw the need for change, but the politics were more intense, and her previous experience seemed irrelevant.