Read the Conversation
EF: What is at the top of your agenda for this year?
AF: We are committed to expanding our knowledge and ensuring that diabetes and obesity are fully understood. As I've mentioned before, most people, including those in the medical community, do not recognize obesity as a disease. Our goal is to promote understanding that obesity, like hypertension, asthma, cardiovascular disease, and diabetes, is a serious condition. Moreover, obesity can lead to other diseases, such as diabetes and cardiovascular disease. It is a major initiative in medical education to address this despite certain restrictions on what we can communicate to patients.
EF: What are some key principles for the WeLatam movement, and how are you implementing them in your operations?
AF: In 2021, when I took this position, we worked with our employees across Latam to find ways to make our work more cohesive, integrated, and enjoyable. The feedback was clear: employees wanted the regional office to be a partner, not just a control center, and to facilitate better information exchange between the regional office and affiliates. This would help elevate our culture and make everyone feel like part of a larger team across Latam instead of separate entities. Last year, we launched our vision for 2025, aiming to reimagine health together. This involves better use of data and improved communication. We want everyone to feel like they are part of a united team within their country and as part of the larger Latam organization and Novo Nordisk. In this order, we divided our vision into three pillars: culture, business, and reputation. Without a strong culture, we cannot succeed in business or leave a positive footprint. We launched the WeLatam movement with five key pillars to upgrade our work culture. The “we” spirit is central to this, encouraging creativity and innovation. For example, we “love new ideas for five minutes” before assessing their feasibility, allowing creativity to flourish without immediate dismissal. The “test and learn” approach is also crucial. We encourage bold experimentation while prioritizing tasks that add real value. This includes cutting unnecessary activities to improve work-life balance. Empowerment is another focus. We are clarifying the regional offices’ and affiliates' responsibilities to enable better decision-making at all levels. The core of the WeLatam movement is co-creation. We want affiliates to feel confident in raising issues and collaborating on solutions without fear. This embodies our “reimagine health together” vision and strengthens our collective efforts across Latam. Cultural change is inevitable in times of significant transformation like what the company is undergoing and transforming culture begins with making people feel welcome and ensuring open communication.
We have a can-do attitude because we embrace innovation. Many years ago, we had a leadership development program when I was still GM of Brazil. We selected leaders to develop into GMs and divided them into five groups to create projects. At the end of the discussions, we rejected all five projects. This made us reflect on the message we were sending. Why not appreciate the ideas a bit longer? While we might not implement all projects as presented, there were valuable elements that could be considered. I'm enthusiastic about the “love ideas for five minutes” approach, and it's gaining popularity beyond Novo Nordisk. A friend of mine sent a picture from a leadership program in Switzerland where they also used this method. Seeing this idea widely adopted is encouraging.
EF: As an ambassador of Latam, why is $1 invested in Latam worth more than anywhere else? What is your pitch to attract more resources or investments?
AF: Each Latin American country has a significant opportunity to address diabetes and obesity. The percentage of patients receiving full treatment for these conditions is relatively small. For diabetes, it's less than 4 or 5%, and for obesity, it's even lower due to the lack of understanding that it's a disease. In Latin America, this presents a substantial development opportunity. Our region is experiencing double-digit growth and expects continued growth in the coming years. When investing, we aim for returns higher than single digits. This underscores the vast potential for positive impact and financial returns in addressing these health challenges in Latin America.
EF: Regarding growth, Novo Nordisk has acquired companies in areas adjacent to diabetes and obesity. How will we see Novo Nordisk’s portfolio shift in the future to ensure continued performance in new therapeutic areas?
AF: Novo Nordisk has a rich history dating back 101 years, founded with the mission to transform the lives of diabetes patients. Over the past 15 years, we've expanded our focus to include rare diseases and, more recently, obesity, with the launch of Saxenda about 8 years ago and the upcoming launch of Wegovy. However, we're staying within our core mission. We're now venturing into cardiovascular health, which aligns closely with our work in diabetes and obesity. This expansion presents a significant opportunity as there are still many patients who remain untreated for these conditions. By broadening our portfolio, we aim to make a greater impact on the health and well-being of even more patients in the future.
EF: As someone overseeing Latam, could you comment on the different markets within Latam and how they contribute to the overall picture of Novo Nordisk? Where are you seeing more growth? Where are you seeing differences in strategies depending on the country?
AF: It's remarkable to note that all countries are experiencing high double-digit growth, indicating a consistent upward trajectory. While Brazil has been a key driver of growth in previous years, we've strategically decided to expand our investment into other countries outside Brazil over the past three years. Countries like Mexico, Colombia, Chile, Argentina, Panama, Costa Rica, and the Dominican Republic benefit from increased investment, and we see promising returns. This reinforces our commitment to further investing in these regions as we witness growth and opportunity.
EF: How do you view the Latin American clinical trials landscape, and where are most of your innovative resources being invested? Is it clinical research, or are there other areas?
AF: It's essential to categorize innovation into two distinct areas, clinical and commercial. Firstly, on the clinical front, Latin America serves as a significant hub for clinical trials. While Brazil, Mexico, and Argentina are the primary locations, Colombia also plays a crucial role in conducting trials, particularly in Phase Three. Regarding the other side of innovation, with the introduction of the WeLatam movement, we're shifting our focus towards commercial innovation. Rather than pursuing trends for innovation, we're aligning our efforts with addressing business challenges and enhancing the customer experience. Innovation doesn't always require a fancy app; sometimes, it's about reimagining existing processes to serve our customers better. We've established dedicated innovation teams at the regional and country levels to facilitate this. Our initial focus is data management, aiming to leverage data to provide personalized customer experiences. By identifying pain points and leveraging innovative solutions, we're committed to driving meaningful change in our business's clinical and commercial aspects.
EF: You’re approaching a significant milestone at Novo Nordisk. Is there a 10th-anniversary message you would like to share with your team, colleagues, or patients?
AF: Over the past decade, Novo Nordisk has experienced significant growth, expanding our ability to treat more patients than ever before. I'm incredibly proud of the impact we've had on patient care. However, there's still much more we can do. Despite our progress, there remains a substantial opportunity for us to reach even more patients in need.
I like to employ a unique metric to help conceptualize our impact: The number of patients served is divided by our number of employees: in Latin America, that number is approximately 4000. This number underscores the immense responsibility that each of us carries every day. Each of these patients, and their families, rely on us as individuals. I envision a future where this number can double or even triple, allowing each of us to expand our impact while remaining true to Novo Nordisk's core values. Our success isn't just measured in market share or sales figures; it's about the lives we touch and the difference we make. As we continue to grow, we will focus on patient care and remain steadfast in our commitment to excellence and compassion.
EF: Do you have any final message or anything you want to add?
AF: It's important to highlight our commitment to sustainability, a value deeply ingrained in our Danish roots. Denmark aims to achieve zero carbon emissions by 2030 or 2035, and we're dedicated to following suit as a company. In Latin America, we're making significant investments in sustainability initiatives. Our Circular for Zero program focuses on reducing carbon emissions by minimizing unnecessary trips. Additionally, we're partnering with UNICEF across multiple countries to enhance education on diabetes and obesity, promoting better health outcomes. We're proud to expand these efforts to include the city of Campinas in Brazil as part of our Cities for Better Health initiative. In addition to our core mission, these sustainability programs underscore our commitment to creating a healthier and more sustainable future for all.
What truly drives me, and what I strive to instill in our day-to-day operations, is the understanding that everything we achieve results from the people who make it happen. Many companies talk about prioritizing their employees, but we truly live by this principle daily. We believe in creating an environment where everyone feels valued and included, regardless of gender, religion, or background. It's crucial to me that individuals feel comfortable expressing their vulnerabilities. Whether admitting uncertainty or sharing personal struggles, we encourage open and honest communication. For instance, we kick things off in our Monday meetings by checking how everyone feels. This simple practice allows us to connect more deeply and better understand each other's perspectives. By fostering an environment where vulnerability is welcomed, we cultivate a stronger sense of unity and cohesion within our team. I'm also committed to building personal connections with each team member. Whether through scheduled lunches or one-on-one meetings, I prioritize opportunities to get to know individuals on a deeper level. This personal aspect of our business isn't just important to me—it's essential for fostering a supportive and thriving work culture.
The beauty of the test-and-learn approach is that it encourages individuals to embrace their failures. During a recent management meeting attended by 200 top executives from Latam, we took a bold step towards fostering a culture of transparency and growth. On stage, Latam leaders courageously shared stories of their failures and the valuable lessons they learned. We send a powerful message by showcasing these moments of vulnerability: it's okay to fail. Failure is often an essential part of the learning process. We aim to create an environment where individuals feel empowered to openly acknowledge their mistakes and share their experiences. As a result, we've initiated sessions where employees can voluntarily step forward and share their own stories of failure and growth. This initiative aligns perfectly with our commitment to embracing vulnerability and empathy and fostering a culture of continuous learning and improvement.
