Gerrie Dresser, CEO, Unique Impact;
Executive/Personal Brand Coach,
is a nationally recognized Executive
l Personal Brand Coach who helps
courageous leaders and innovative
companies maximize their distinctive
value to stand out and thrive in a world
of ever-accelerating change. Through
the proven success of her proprietary coaching model,
Leadership Impact™, her firm has helped over 1,000 high
achieving leaders and pivotal leadership teams to leverage
their unique capabilities and deliver strategic, high value
contributions through an engaged team effort. Gerrie has
over 20 years of corporate experience, leading innovative
company-wide change initiatives with high-performance
senior leadership teams, and has held leadership roles in
Fortune 500 corporations in diverse industries. http://www.
linkedin.com/in/gerriedresser
R. Michael Keatley, Pharmacovigilance
Officer, Janssen Scientific Affairs, LLC,
has worked in the pharmaceutical
industry for 27 years. He began his
career at Merck & Co. in manufacturing
and then transitioned into product
safety where he assumed increasing
responsibilities for review and analysis
of product safety issues. In 2003 he
joined Centocor Inc to manage adverse event reporting
to FDA and Health Canada. In his current role in Janssen
Scientific Affairs (JSA) he oversees commercial vendor
compliance for product compliant reporting. He served
as a member of the JSA Diversity and Inclusion Council
and is currently a member of the JSA Culture initiative.
Janssen Pharmaceuticals, Inc. is a pharmaceutical company
of Johnson & Johnson, providing medicines for an array
of health concerns in several therapeutic areas, including:
attention deficit hyperactivity disorder (ADHD), general
medicine (acid reflux disease, infectious diseases), mental
health (bipolar I disorder, schizophrenia), neurologics
(Alzheimer’s disease, epilepsy, migraine prevention and
treatment), pain management, and women’s health. It has
produced and marketed many first-in-class prescription
medications. MKeatle2@its.jnj.com
COMMEnT
Gerrie: This is the deep work
that’s needed to bring about
a culture of inclusiveness that
shows up in very subtle ways.
What tools are available to mea-
sure these subtle changes?
Mike: Engagement is the most
direct measurement factor, so we
asked,;“How;does;diversity;and
inclusion,;or;the;lack;of,;affect;en-gagement?”;Managers;were;given;a
confidential self-assessment tool to
measure;their;diversity;in;think-ing and behavior. How diverse are
you?;How;much;are;you;thinking
about diversity when you hire a
new;employee?;As;a;result,;manag-ers identified specific areas of diversity where they could improve
and the organization improved its
overall engagement scores.
Gerrie: Mike, is there discussion
also about the strategic or com-
petitive advantage in having a
diverse and inclusive workforce?
Mike: J&J certainly is of the philosophy that having an inclusive
and;diverse;workforce;is;good
for business. Customers, through
social media, are able to get closer
to the company. As they get closer,
the company becomes more aware
of them as individuals. Customer
centricity is very important. To
understand the customer, we need
to be the customer and reflect who
our customers are. If our demographic doesn’t reflect our customers, there is a disconnect in the
customers’ perceptions about how
aligned we are with their needs.
Our customer base is global, and
diversity;is;key;to;meeting;our
customer’s needs and effectively
working;in;a;global;environment.;•