The Legacy of Health IT in the U.S. and the Path to Responsible AI

Key Concepts

• Adaptive Leadership: The ability to adjust leadership style based on cultural context and organizational needs.
• ADC (Antibody-Drug Conjugates): A targeted cancer therapy that combines the specificity of antibodies with the potency of cytotoxic drugs.
• Alliance Tax: The increased complexity and effort required when working in partnerships or alliances.
• Psychological Safety: Creating an environment where individuals feel comfortable taking risks and sharing feedback without fear of negative consequences.
• Intentionality in Career Development: Recognizing that career paths are rarely linear and proactively seizing opportunities.
• Cultural Nuances in Feedback: Understanding the differences in communication styles, particularly in cultures like Japan where direct feedback is less common.
• Importance of Personal Relationships: Building strong relationships with colleagues and stakeholders, especially in international contexts.
• Prioritizing Patient Impact: Focusing on the positive impact of pharmaceutical innovations on patient lives.

From Sales Rep to Global Oncology Head: A Career Trajectory & Leadership Insights

This discussion features Ken Keller, Head of the Global Oncology Business Unit at Daichi Sankyo, reflecting on his career journey from a sales role at Beam Pharmaceuticals (later SmithKline Beecham and Glaxo) to his current leadership position. The conversation, hosted at Columbia Business School, delves into his career pivots, leadership philosophy, and the strategic evolution of Daichi Sankyo.

Early Career & Serendipitous Beginnings

Keller’s career began with a pragmatic decision – choosing a pharmaceutical sales role over a payroll services position simply because of the company car offered by Beam Pharmaceuticals. This seemingly minor choice proved pivotal, launching him into the pharmaceutical industry. He emphasized that his career wasn’t meticulously planned, but rather a series of opportunities seized. He held various roles – senior professional sales representative, district manager, regional manager, and led business units in the US and Europe – including a four-year expat assignment running the UK and Ireland for Amgen. He underscored the importance of embracing unexpected opportunities and learning from every experience, even failures. He stated, “Anyone who tells you when they’re 60 years old that their life or their career went according to their plan…they are rewriting history.”

The Pivotal “Gut Punch” & Leadership Development

A significant turning point occurred when Keller was passed over for the Head of Oncology role at Amgen. The CEO’s feedback – that Keller lacked a track record of developing others – was a “gut punch.” However, this critique led to a transformative assignment as Managing Director, Head of the UK and Ireland, designed to force him to focus on team development. Keller described this as a crucial learning experience, highlighting the importance of prioritizing the success of others. He emphasized that a leader’s role is to “help others be successful.” He also noted the value of receiving tough feedback, stating, “few times do leaders actually take the time and effort to say no…and here’s why.”

Navigating Cultural Differences: Amgen vs. Daichi Sankyo

Keller contrasted the cultures of Amgen, a highly successful American biotech company characterized by a casual, ambitious environment (“flip flops and jeans”), with Daichi Sankyo, a more traditional Japanese pharmaceutical firm. While both companies require strong leadership to integrate diverse teams (research, development, manufacturing, regulatory), Daichi Sankyo places a greater emphasis on honor, integrity, and a “no spin zone” approach. He noted the importance of being intentional about the impact one wants to make and adapting leadership style accordingly. He highlighted the need to give the “people closest to the customer the loudest voice” and to create a culture of open communication and honesty.

Leadership Principles & Non-Negotiables

Keller outlined several core leadership principles he consistently applies:

• Prioritize those closest to the issue: Ensure those with direct experience have the most influence.
• Open Book Leadership: Provide clear, detailed expectations of what constitutes good, great, and exceptional performance.
• Zero Spin Zone: Encourage brutal honesty and transparency, even when delivering bad news.
• Focus on Impact: Prioritize the positive impact on patients and the broader healthcare landscape.

Strategic Shift at Daichi Sankyo & ADC Partnerships

Daichi Sankyo underwent a strategic transformation from a cardiovascular-focused company to an oncology leader, driven by breakthroughs in Antibody-Drug Conjugates (ADCs). This shift was catalyzed by the work of Dr. Auma and his team, the drying up of the cardiovascular portfolio, and the vision of the CEO, George Nakayama. The company’s success with its first ADC, INHER2, generating over $5 billion in revenue, led to significant partnerships with Merck and AstraZeneca, totaling approximately $35 billion. Keller emphasized that these partnerships weren’t solely about financial gain but about accelerating the delivery of potentially life-saving medicines to patients. He acknowledged the “alliance tax” – the increased complexity of working with partners – but maintained that the potential benefits outweighed the challenges. He stated that the decision to partner was based on the ability of Merck to efficiently develop and deliver these medicines to patients.

Financial Performance & Future Outlook

While Daichi Sankyo experienced significant revenue growth and market cap expansion driven by ADC success, the company faced recent margin compression following a setback with a third ADC in non-small cell lung cancer. Keller acknowledged investor skepticism but expressed confidence in the potential of their pipeline, particularly the positive data presented on a Trop-2 ADC in triple-negative breast cancer. He stressed the importance of focusing on long-term patient impact rather than short-term share price fluctuations.

Mentorship & Generational Learning

Keller discussed the importance of mentorship, both receiving guidance from leaders like Kevin Sher at Amgen and actively studying the behaviors of successful colleagues. He also advocated for reverse mentorship, learning from younger generations and recognizing the value of their perspectives.

The Importance of Relationships & Cultural Sensitivity

Keller emphasized the importance of building strong personal relationships, particularly when working in international contexts like Japan. He highlighted the cultural nuances of feedback in Japan, where direct criticism is often avoided, and the significance of informal interactions (like dinners) in fostering trust and open communication. He noted that investing in relationships is a leader’s responsibility.

Conclusion:

Ken Keller’s career exemplifies the power of adaptability, continuous learning, and a commitment to patient impact. His leadership philosophy centers on empowering others, fostering transparency, and embracing both successes and failures as opportunities for growth. The strategic evolution of Daichi Sankyo, driven by innovation in ADC technology and strategic partnerships, underscores the importance of bold vision and a willingness to challenge conventional wisdom. His insights offer valuable lessons for aspiring leaders navigating complex organizational landscapes and global business environments.