Ravinder Bisht

7 Global Leaders in Pharmaceutical Companies Vs 7 Indian Pharmaceutical leaders 1. Johnson & Johnson Known for its diverse portfolio of pharmaceuticals, medical devices, and consumer products. 2. Pfizer A leading biopharmaceutical company developing innovative medicines and vaccines. 3. Roche A global healthcare company focused on developing innovative medicines and diagnostics. 4. Merck & Co. A research-driven biopharmaceutical company developing innovative medicines and vaccines. 5. Novartis A global healthcare company focused on developing innovative medicines and treatments. 6. GlaxoSmithKline A global healthcare company developing innovative medicines, vaccines, and consumer healthcare products. 7. AstraZeneca A global biopharmaceutical company focused on developing innovative medicines and treatments. 7 Indian Pharmaceutical Companies 1. Sun Pharmaceutical Industries A leading pharmaceutical company in India with a strong presence in generics and specialty medicines. 2. Dr. Reddy's Laboratories A multinational pharmaceutical company developing and marketing generic medicines and APIs. 3. Cipla A leading pharmaceutical company in India with a strong presence in generics and respiratory medicines. 4. Aurobindo Pharma A leading pharmaceutical company in India with a strong presence in generics and APIs. 5. Lupin A multinational pharmaceutical company developing and marketing generic medicines and APIs. 6. Torrent Pharmaceuticals A leading pharmaceutical company in India with a strong presence in various therapeutic segments. 7. Glenmark Pharmaceuticals A research-driven pharmaceutical company developing innovative medicines and APIs. Synergistic Solutions The collaboration between global leaders and Indian pharmaceutical companies tie ups. A-Healthcare Market Reach Expanding the market reaches and increasing accessibility to medicines globally. B- Innovation in Critical Care Treatments Developing innovative treatments for critical care conditions such as cancer, cardiovascular diseases, and infectious diseases. C- Transplantation Developing innovative medicines and treatments for transplantation and organ rejection. D- Charity Collaborating on charitable initiatives to improve healthcare access and outcomes in underserved communities. E- Global Reach Leveraging global networks and expertise to develop and market medicines globally. Benefits The collaboration can benefit both global leaders and Indian pharmaceutical companies by: Enhancing Innovation Combining expertise and resources to develop innovative medicines and treatments. Increasing Market Access Expanding the market reaches and increasing accessibility to medicines globally. Improving Healthcare Outcomes Developing effective treatments and improving healthcare outcomes for patients globally. By collaborating, global leaders and Indian pharmaceutical companies can create synergistic solutions that benefit patients, healthcare providers, and the pharmaceutical industry.

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Rethinking Doctor-Patient Interactions in #India: Lessons from Abroad The doctor-patient relationship is the cornerstone of #healthcare, yet in India, it often feels like a vastly different experience compared to what we see overseas. Having experienced both, I’ve often pondered why these discrepancies exist and what we can learn to enhance our healthcare journey. The Indian Healthcare Journey: A Closer Look   1. The Follow-Up Void: In India, patient follow-ups are surprisingly rare. Once you leave the clinic, you're often on your own, lacking continued guidance. 2. The Missing #Pharmacist as an Ally: Unlike many Western countries where pharmacists play a vital role as continuing advisors, this essential layer of support is largely absent in India. Patients are often left feeling truly abandoned once they have their #medication. 3. The Waiting Game: Who hasn't spent an inordinate amount of time waiting in a doctor's clinic? Why can't we streamline appointments for a more respectful use of everyone's time? This applies to both patients and doctors. 4. Perfunctory #Examinations & Lack of #Transparency: There's a perception that examinations can be brief and superficial. More critically, detailed written reports of findings and observations are rarely provided. When they are, they’re often in handwriting that even a seasoned cryptographer would struggle with! This creates significant hurdles for chemists trying to dispense the right medicine. In Western countries, doctors are often diligently recording notes on computers, summarising discussions, and providing clear recommendations and follow-up actions. Empowering #patients with a better understanding of their condition & treatment plan. The "why" behind findings and recommendations is also explained, fostering #trust and clarity. 1. To get more time from your doctor: A #solution is to take back-to-back appointment as double appointment. This gives extra time for meaningful dialogue or a thorough consultation. 2. Seek Second Opinions: For various reasons, seeking second or third opinion is not as common, which can limit comprehensive care. 3. Pharmacy Predicaments: Even if we manage to decipher the doctor’s handwriting, challenges don't end there. Anecdotally, many of us have received a different brand of medicine than prescribed, even if the chemical composition is the same. This practice, often driven by higher margins for the pharmacy, raises concerns about quality and patient choice, and directly impacts pharmaceutical companies whose products are substituted. Consider this striking statistic: In Western hospitals, over 15% of occupied beds are filled by patients admitted due to incorrect prescriptions, improper administration, or medication malfunctions. Has anyone genuinely investigated the scale of this issue in India? What have your experiences been, and what are your thoughts on enhancing our healthcare interactions?

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For those of you who think numbers matter, listen to this closely. Over 1.5 million new cancer cases are diagnosed in India every year. Sadly, the oncology market is projected to grow at over 12% CAGR between now and 2030. But numbers don’t tell you the other side of the story. About the father who sold his land to fund treatment for his wife or the young mother who delayed care because the cost felt impossible. Working in a sensitive industry like #pharma, these stories are a part of my work. I have known families who chose between survival and their life savings. Unfortunately, many times, nothing works too. This is where oncology biosimilars are rewriting the story. They offer the same therapeutic efficacy and safety as innovator biologics, but at a fraction of the cost. That means more patients get access, and healthcare systems can stretch their budgets further. India is uniquely positioned here. We have the manufacturing scale, scientific expertise, and now, increasing government support through initiatives like PLI and biotech parks. Partnerships with global pharma, the rise of CDMOs, and a curated pipeline from Indian companies are accelerating this shift. At Pinnacle, I’ve watched our teams harness this by navigating complex R&D cycles, regulatory demands and so much more. Not just to launch a product, but to ensure that treatment isn’t out of reach for those who need it most. Yes, the oncology market will grow. But the real test is whether that growth translates into accessibility and impact. #OncologyBiosimilars #CancerCare #PharmaLeadership

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🚨 “𝐈𝐧 𝐡𝐞𝐚𝐥𝐭𝐡𝐜𝐚𝐫𝐞 𝐬𝐚𝐥𝐞𝐬, 𝐭𝐡𝐞 𝐛𝐢𝐠𝐠𝐞𝐬𝐭 𝐡𝐞𝐚𝐥𝐭𝐡 𝐡𝐚𝐳𝐚𝐫𝐝 𝐢𝐬 𝐭𝐡𝐞 𝐣𝐨𝐛 𝐢𝐭𝐬𝐞𝐥𝐟.” After spending years in this profession, I’ve seen how much we push ourselves for patients, doctors, and organizations. But the harsh truth is — our own health often becomes the first casualty. 📊 𝐓𝐡𝐞 𝐫𝐞𝐚𝐥𝐢𝐭𝐲 𝐢𝐬 𝐚𝐥𝐚𝐫𝐦𝐢𝐧𝐠: 63% 𝐨𝐟 𝐬𝐚𝐥𝐞𝐬𝐩𝐞𝐨𝐩𝐥𝐞 𝐚𝐝𝐦𝐢𝐭 𝐭𝐡𝐞𝐲 𝐚𝐫𝐞 𝐬𝐭𝐫𝐮𝐠𝐠𝐥𝐢𝐧𝐠 𝐰𝐢𝐭𝐡 𝐭𝐡𝐞𝐢𝐫 𝐦𝐞𝐧𝐭𝐚𝐥 𝐡𝐞𝐚𝐥𝐭𝐡. 67% 𝐬𝐚𝐲 𝐭𝐡𝐞𝐲 𝐚𝐫𝐞 𝐜𝐥𝐨𝐬𝐞 𝐭𝐨 𝐛𝐮𝐫𝐧𝐨𝐮𝐭. In India,𝐧𝐞𝐚𝐫𝐥𝐲 1 𝐢𝐧 4 𝐡𝐞𝐚𝐥𝐭𝐡𝐜𝐚𝐫𝐞 𝐩𝐫𝐨𝐟𝐞𝐬𝐬𝐢𝐨𝐧𝐚𝐥𝐬 𝐬𝐡𝐨𝐰 𝐬𝐢𝐠𝐧𝐬 𝐨𝐟 𝐞𝐦𝐨𝐭𝐢𝐨𝐧𝐚𝐥 𝐞𝐱𝐡𝐚𝐮𝐬𝐭𝐢𝐨𝐧 𝐚𝐧𝐝 𝐛𝐮𝐫𝐧𝐨𝐮𝐭. Frequent travelers (20+ days a month) report worse physical health and higher BMI. We talk about saving patient lives every day — but what about saving our own? 💡𝐀𝐧 𝐞𝐱𝐡𝐚𝐮𝐬𝐭𝐞𝐝, 𝐛𝐮𝐫𝐧𝐞𝐝-𝐨𝐮𝐭 𝐟𝐢𝐞𝐥𝐝 𝐟𝐨𝐫𝐜𝐞 𝐜𝐚𝐧’𝐭 𝐛𝐞 𝐜𝐨𝐧𝐬𝐢𝐬𝐭𝐞𝐧𝐭, 𝐞𝐦𝐩𝐚𝐭𝐡𝐞𝐭𝐢𝐜, 𝐨𝐫 𝐞𝐟𝐟𝐞𝐜𝐭𝐢𝐯𝐞. 𝐀𝐧𝐝 𝐰𝐡𝐞𝐧 𝐭𝐡𝐚𝐭 𝐡𝐚𝐩𝐩𝐞𝐧𝐬, 𝐢𝐭 𝐝𝐢𝐫𝐞𝐜𝐭𝐥𝐲 𝐢𝐦𝐩𝐚𝐜𝐭𝐬 𝐭𝐡𝐞 𝐯𝐞𝐫𝐲 𝐩𝐚𝐭𝐢𝐞𝐧𝐭𝐬 𝐰𝐞’𝐫𝐞 𝐡𝐞𝐫𝐞 𝐭𝐨 𝐬𝐞𝐫𝐯𝐞. 𝐓𝐡𝐚𝐭’𝐬 𝐰𝐡𝐲 𝐈 𝐛𝐞𝐥𝐢𝐞𝐯𝐞: 👉 Leaders must stop rewarding hustle alone and start investing in wellness. 👉 Teams should normalize balance over burnout. 👉 We, as individuals, need to take small but consistent steps to protect our health. 𝐁𝐞𝐜𝐚𝐮𝐬𝐞 𝐚 𝐡𝐞𝐚𝐥𝐭𝐡𝐲 𝐬𝐚𝐥𝐞𝐬 𝐟𝐨𝐫𝐜𝐞 𝐢𝐬𝐧’𝐭 𝐣𝐮𝐬𝐭 𝐠𝐨𝐨𝐝 𝐟𝐨𝐫 𝐛𝐮𝐬𝐢𝐧𝐞𝐬𝐬 — 𝐢𝐭’𝐬 𝐞𝐬𝐬𝐞𝐧𝐭𝐢𝐚𝐥 𝐟𝐨𝐫 𝐩𝐚𝐭𝐢𝐞𝐧𝐭𝐬 𝐚𝐭 𝐥𝐚𝐫𝐠𝐞. 💬𝐈 𝐰𝐚𝐧𝐭 𝐭𝐨 𝐡𝐞𝐚𝐫 𝐟𝐫𝐨𝐦 𝐦𝐲 𝐧𝐞𝐭𝐰𝐨𝐫𝐤: 𝐖𝐡𝐚𝐭’𝐬 𝐨𝐧𝐞 𝐡𝐚𝐛𝐢𝐭 𝐲𝐨𝐮’𝐯𝐞 𝐛𝐮𝐢𝐥𝐭 (𝐨𝐫 𝐰𝐢𝐬𝐡 𝐲𝐨𝐮 𝐡𝐚𝐝) 𝐭𝐨 𝐬𝐭𝐚𝐲 𝐡𝐞𝐚𝐥𝐭𝐡𝐲 𝐢𝐧 𝐭𝐡𝐢𝐬 𝐝𝐞𝐦𝐚𝐧𝐝𝐢𝐧𝐠 𝐩𝐫𝐨𝐟𝐞𝐬𝐬𝐢𝐨𝐧? #HealthcareSales #SalesLeadership #FieldForce #BurnoutAwareness #EmployeeWellbeing #SalesForceEffectiveness #HealthcareProfessionals #WorkplaceWellness #SalesCulture #MentalHealthAtWork #HealthcareIndustry #HealthyWorkforce #SalesCommunity #FieldForceExcellence #LeadershipMatters

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4D 3.0: Episode 1 Metabolic Syndrome and its Vicious Impact on Heart, Kidneys and Hormones: A Comprehensive Approach to Managing Obesity, Dyslipidemia and Insulin Resistance Dr. Sanjay Kalra (Moderator) and guest experts Dr. Tanmai Yermal, Dr. Sajal Kamat, and Dr. Ranjeetsingh Dalvi as they share practical strategies for prevention, treatment, and holistic approach. https://lnkd.in/dMKbtaAd #4D #IJCP #DetailsDiscussionDialoguesDaibetes

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Recently I have gone to participate in Garbha event in Jio convention centre in Mumbai and as I was observing the entire event and learnt a few Management Lessons. The Gujarati folk dance of Garba—characterized by its cyclical nature, rhythmic movements, and highly synchronized steps offers profound lessons applicable to modern business management, team dynamics, and organizational agility. 1. Decentralized Leadership and Shared Purpose (The Circle) The Garba formation is typically a large, inclusive circle revolving around a central point. Lesson: The organization's purpose (the center) is the constant guiding force, not a single person. While there might be a few individuals who initiate the rhythm or complex steps, everyone is equally important to the circle's success. This mirrors a highly successful, decentralized, flat organizational structure where all team members are leaders in their own right, focused on a shared mission. 2. Synchronization and Operational Flow (Rhythm) In Garba, hundreds of people move together, maintaining complex steps and changing direction seamlessly, Lesson: Process synchronization is critical. A team must operate with rhythm and flow. If one person misses a beat or moves out of step, it affects only their immediate neighbors, but if too many falter, the entire flow breaks. 3. Agility and Change Management (The Step Variation) Garba routines involve constant, often abrupt, changes in speed, direction, and complexity. These changes are accepted and executed by the group instantly. Lesson: Organizational Agility is built on shared context and instantaneous adaptation. The team must be trained not just for routine tasks but for swift, collective response to change. 4. Endurance and Sustained Performance (The Continuous Movement) Garba is a physically demanding dance performed for long hours, sometimes over many nights. The participants sustain their energy, pace themselves, and maintain enthusiasm. Lesson: Sustainable Performance and Resilience are essential for long-term success. Promoting employee well-being; designing processes for long-term operational health; ensuring consistent quality over volume.

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SARS-CoV-2: A POWERFUL SECOND GENERATION DRUG CANDIDATE, 3CL PROTEASE INHIBITOR DISCOVERED  The coronavirus disease 2019 (COVID-19) outbreak caused  by severe acute respiratory syndrome coronavirus-2 (SARS-CoV-2) has substantially impacted humanity. The develop mentand introduction of vaccines and first-generation antiviral drugs for COVID-19 has enabledus to respond to the acute emergencies. However, the virus is persistently mutating, evading the immune system, and cancause repeated infections, resulting in the disease becoming endemic and not disappearing completely. There remains concern regarding public health and an unmet need for therapeutic options. The need for effective COVID-19 therapeutics remains high as it remains a challenging disease.  The SARS-CoV-2 3C-like protease (3CLpro), also known as main protease (Mpro) and non structural protein5 (nsp5), is a  promising drug target for COVID-19 therapy. Herein, in un OPEN ACCESS paper on J Med Chem, authors report the discovery of S-892216, a second-generation SARS-CoV-2 3C-like protease (3CLpro) inhibitor, to treat COVID-19. S-892216 is a reversible covalent 3CLpro inhibitor with highly potent antiviral activity and an EC50 value of 2.48 nM against SARS-CoV-2 infected cells. Structure-based design of a covalent modifier for compound 1 revealed that introducing a nitrile warhead increased 3CLpro inhibition activity by 180-fold. Subsequent optimization efforts yielded S-892216, which combined a favorable pharmacokinetic profile and high off-target selectivity. S-892216 exhibited antiviral activity against diverse SARS-CoV-2 variants, including major mutations reducing antiviral activities of nirmatrelvir and ensitrelvir. In SARS-CoV-2-infected mice, S-892216 inhibited viral replication in the lungs similar to ensitrelvir, although at a 30-fold lower dose. #S892216 #SARS_CoV_2 #3CLpro #COVID_19 Yuto Unoh, et al. Journal of Medicinal Chemistry Article ASAP https://lnkd.in/dZJ5fQm4

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