Read the Conversation
Meeting highlights:
- Arianna Gregis' Vision: As Head of Pharmaceuticals for Bayer Italy, Arianna aims to create value for people by driving breakthrough innovation
- Bayer’s 125 years of commitment to Italy with a clear strategy on innovative therapies and technological solutions.
- Italy is one of the very few frontrunner countries in the world to implement a radical transformation to focus more energy on our mission “Health for all”
- Radical Transformation: embraced the "Dynamic Shared Ownership (DSO)" model, shifting from hierarchies to "diffused leadership," enabling flexible, mission-focused teams.
- Focus on Agility and Partnerships: Dismantled traditional units in favor of self organized teams, enhancing agility and collaboration with startups.
- Cutting Bureaucracy: Prioritizes action and experimentation, reducing red tape to foster rapid testing and adaptive strategies in 90 days cycles.
- Cell & Gene Therapy Focus: Investing in cell & gene therapy and advanced treatments, positioning Bayer as a leader in transformative healthcare.
EF: When you were appointed as Head of Pharmaceuticals of Italy last year, what goals did you set for yourself, and how are those objectives progressing?
AG: I wanted to free up the energy of people and promote a stronger entrepreneurial spirit in the Italy Pharma Team. This was and still is my personal goal. Being Italian matters to me. I am proud of it. In my career, I have been in and out of Italy several times, the last time was for eight years. What is special about this time? I still remember what I said during the selection process: to come back as the Head of Pharma in Italy feels like being given the chance to coach the national team for the Olympics. I accomplished a lot abroad, but doing it for my country, putting on the Azzurri’s blue shirt is about making a real difference for the people of my country and leaving a lasting legacy. That is the mindset I brought into this role: how can I use what I have learned to serve and bring out the best in Italy and its people? There is immense untapped potential here and I am proud to say that we are unleashing it. And of course, all this is happening within the major transformation we are undertaking as a global company and the challenges of our business scenario. I knew I was not stepping into a straightforward job. But I saw the challenges as opportunities for growth. And we are growing, as a team, bit by bit. When I started, it felt like we were about to climb Mount Everest. Now, I feel like we have reached the summit and already moving to the next peak. It is not always easy but what we do matters, to our patients, our physicians and to us.
EF: Could you elaborate on Bayer's footprint in Italy and how it is evolving?
AG: We are one of the oldest pharmaceutical companies in the country! This year will mark 125 years of Bayer’s presence in Italy. At the same time, we are a key player in the global biotech market and we are committed to using science to bring groundbreaking discoveries to life and to patients’ bedsides. Our way to do this is to focus on true collaboration and build an effective system of partnerships nationwide. It is sometimes a challenge given Italy’s history of diverse towns and villages but as the saying goes: “If you want to go fast, go alone; if you want to go far, go together.” We find that the potential to create networks here is huge and can make a real difference.
We’re not just focused on the commercialization of pharmaceutical drugs and diagnostic solutions: we also have a high-tech manufacturing plant in Garbagnate, near Milan, that runs on green energy. It is one of the top manufacturing plants globally, something for which we were recognized by the World Economic Forum. The plant does not just produce for Italy —it exports worldwide. For example, we export about 9 billion aspirin tablets globally each year, which contributes to Italy’s economy.
And of course, we are striving to be ahead of the innovation curve hence we are now undertaking a significant transformation, centered on a shift in how we operate in Italy. We are embracing a new model called DSO - Dynamic shared ownership, based on the principle that people should be free to create value anywhere in the organization.
EF: How is this transformation evolving?
AG: We are fundamentally reshaping everything we do and this is a top priority for me. For example, it touches on the way we organize work within the team. Instead of being defined by job descriptions or specific functions, our roles are now defined by the outcomes we aim to create. To pursue these outcomes, we leverage the collective intelligence of our people. This calls for transitioning from a hierarchical leadership model to what we call “diffused leadership”. This approach ensures that we have more voices at the decision table and that we start with the impact our discussions and decisions will have on our patients and customers.
After every meeting or decision, we ask ourselves: does this have a meaningful impact on our customers? If yes, we continue to push forward; if not, we reconsider why we are doing it. This shift is crucial—it moves us from thinking about who we are to focusing on what we create. Moreover, it is not just about what Bayer Italy can create independently but also about what we can co-create with our customers in partnership.
A concrete example of this is something called Froggy. We had our Italian haemophilia patients struggling with an aspect around the infusion of our medicine. In the past, we would have waited for a global solution. This time, we partnered with an Italian startup that had never worked with a pharma company before. Their enthusiasm and the engagement of the scientific community led to the development of a solution in only three months, demonstrating how impactful local partnerships can be. And, yes: it is called Froggy because it is an object resembling a frog!
This new way of working has energized us, knowing that what we achieve would not be possible without this dynamic approach. In terms of organization, we have committed to not only excelling in performance but also building competencies. As the world evolves rapidly, it is crucial that our people are flexible, continuously learning, and exposed to different skills.
We have restructured significantly, dismantling traditional business units and adopting a consultancy-inspired model. Now, we have dynamic "Nucleus teams," where individuals are brought together in a fluid manner to work toward specific missions and outcomes. This model allows us to bring out the best in our people, ensuring they can contribute their maximum value through a diverse set of competencies.
In our new organizational structure, we have established different chapters where people report to focus on developing their competencies and managing systems. We have deliberately separated the concepts of performance excellence, which is emphasized in the Nucleus teams, from competence and systems excellence, which is the primary focus within these chapters. This approach is a significant revolution for us and it’s pioneering in the life science companies worldwide.
Moreover, we have removed several layers of management and shifted from the traditional idea of a "span of control" to a "span of coaching." This means that teams are now larger but with greater accountability. Instead of micromanaging or directing individuals on what they need to do, we empower people to work in these dynamic teams. Once a team achieves its designated outcome, it disbands, and a new team forms as needed, ensuring a continuous talent flow. This structure allows us to place people where they are most needed and where they can provide the most value.
This new way of thinking about organization and operation has transformed our discussions. Instead of focusing on processes or who is responsible for what, our conversations are now centred around what we are creating. It is a huge change, and while it has been a challenging transition, we are already seeing the benefits. For example, as I mentioned earlier, with our Froggy project, we are witnessing the tangible results of this approach.
What makes this transformation even more remarkable is the level of autonomy and accountability we have been granted. Typically, in a corporate environment, there is a strong command-and-control dynamic from headquarters to the local offices. However, under this new model, we have been given significant freedom to operate. Italy is a key market for Bayer, and last year, we were chosen as one of six frontrunner countries globally to pilot this new Dynamic Shared Ownership (DSO) model.
Italy was highlighting the trust and importance placed on our ability to lead this innovative change. I believe the decision to grant Italy such a high degree of freedom to operate and experiment with this new model is a recognition of the country's untapped potential. By allowing us this 100% autonomy, Bayer has acknowledged the energy, innovation, and creativity that exist here, waiting to be harnessed in the right direction. What makes this even more compelling is that, under this new model, we have not only met but outperformed our financial forecasts while also creating significant value for our customers.
This success demonstrates that when bureaucracy is minimized, we can achieve remarkable results when we focus on fostering innovation and cutting through red tape. One of our biggest challenges has been combating bureaucracy, which often stifles progress. Instead of getting bogged down in the system's constraints, we are learning to reshape it by forming alliances and connections that drive change. It is intriguing to think about the broader implications if we, as a country, could effectively tackle bureaucracy on a larger scale for the Italian ecosystem. There is so much potential within our power, and it is up to us to seize it and create something impactful.
As frontrunners, we were heavily involved in co-creating many aspects of it, working directly with the pharma Executive Committee. For example, Stefan Oelrich, a member of the Board of Management of Bayer AG and President of its Pharmaceuticals Division, came to Italy for an immersive experience with us. We have really embraced a spirit of co-creation, which has gained us recognition internally, with many articles written about our journey.
In fact, our story about Froggy was highlighted at the annual shareholder meeting in Leverkusen by Bill Anderson, Bayer’s CEO, as a concrete example of what we expect the DSO to bring to life. It is not just about hitting sales targets; it is about the value we are able to create through this new model. Initially, when we were approached, we recognized the significant responsibility.
GNB: Another good example is when Sebastian Guth, our Chief Operating Officer worldwide, visited Italy as his first destination in this new role, showing Italy’s appeal to our global colleagues.
AG: We have created principles and frameworks, which are then brought to life by the people. We operate in 90-day cycles, setting objectives, taking action, and then holding retrospectives to fine-tune our approach. It was a bold move to avoid over-planning and over-structuring. Instead, we focused on understanding the principles and bringing them to life with as much operational freedom as possible.
People across all levels have invested a tremendous amount of energy into this transformation. Now, looking back, after a full year of implementing this model, it has been successful because of how people have embraced and energized it. This model has allowed us to be closer to our customers and have a real impact, creating a virtuous cycle that fuels even more energy. We are not just filling out templates or producing slides for no clear purpose. Instead, we discuss, decide, act, and see the results. We often say, 'Less planning, more action.' It is about trying things out and seeing what works rather than getting stuck in endless 'what if' scenarios.
EF: Why do cell & gene therapies hold so much potential, and why does Bayer place such significant emphasis on them? Additionally, how can we ensure access to these increasingly complex and expensive therapies?
AG: A few years ago, Bayer faced a critical decision regarding its pharma portfolio: should we focus on 'me-too' drugs and compete in established markets with good products, or should we pursue a different path—one of breakthrough technology and innovation? We chose the latter, making clear investments in cutting-edge technologies aimed at transforming the course of diseases, not just treating symptoms. For example, in Parkinson’s disease, our ambition is to one day be able to use the word 'cure' alongside 'Parkinson’s.' We started with a phase one trial last year and now have a phase two trial underway.
Regarding cell and gene therapy for Parkinson’s, we have teams in Italy working not just on the science of the drug but also on the devices needed to deliver the treatment effectively. Innovation in this area involves not just cell and gene therapies but also devices and artificial intelligence (AI). Bayer is at the forefront of applying AI across the board, from early research—such as collaborations with Google to identify new targets—to tools for physicians. An example is Calantic, a comprehensive software platform like a 'Netflix of radiology' that speeds up diagnosis by providing access to a vast database of disease images.
Additionally, we have tools for patients, like TeraPiù, an app developed in Italy in collaboration with the Politecnico di Milano and an Italian startup, reflecting our commitment to partnering with external organizations and using AI to serve people. TeraPiù is now Italy’s top app for adherence to any kind of medication, helping 250.000 users manage their treatments effectively.
It has been a challenging journey—science is always a bit of a gamble—but so far, it is paying off. Viralgen is a great example of our commitment, with a new production facility in Europe that will also benefit Italy in terms of access. One crucial step is involving physicians in clinical trials so they can gain hands-on experience with these new treatment modalities. There is also a significant opportunity to work in partnership with the healthcare system and authorities to demonstrate the value of these therapies. It is easy to be intimidated by the costs, but we also need to consider the avoided costs and the long-term benefits these treatments can offer. The future is undoubtedly moving toward personalized medicine.
Traditionally, we have labeled diseases by the affected organ, like prostate cancer, breast cancer, or pancreatic cancer. But the future of medicine is not about curing a type of cancer—it is about curing each person who has the disease. This is where we aim to make a real difference, ensuring that every individual—whether it is our friend, mother, brother, or another loved one—receives the right treatment tailored to their needs so they can lead a healthy and fulfilling life.
EF: Out of all the goals you set for yourself, which one would you be most proud of achieving? How will you celebrate with your team?
AG: I confess I am not particularly good at celebrating. I am the kind of person who is always setting new goals. Celebration for me means looking forward to the next challenge. Once something is accomplished, I immediately start thinking, 'Great, what else can we do?'
One very special achievement that comes to mind is that at the end of this year, I will be celebrating my son Edoardo: on Jan 1st we will be throwing a big party to celebrate his first three years and our family.
I think everything in life happens for a reason. The experience of becoming a mom has made me reflect on how I lead, why I lead, and how I can help others bring out the best in themselves. And, of course, how I can bring out the best in myself too.
On a different note, what I would really like to celebrate is how much I have grown over these two years, both personally and as part of a team. We have faced tough times and challenges, but we have truly enjoyed leading the way, inspiring our colleagues around the world, and, most importantly, delivering concrete value to Italy and its patients.
We have what we call an activation meeting in January 2025 and that will be a great time to celebrate our achievements. None of this would have been possible without our collective effort, and I think we all deserve to acknowledge that. I feel lots of gratitude for the passion and energy of the whole Bayer Team Italy and I count on all of us to continue our transformative journey to build our Best Bayer.
