Reader Francois T sent this by e-mail:
It is a well known (self-serving) assumption among business leaders that management is a “special skill” that can be applied to pretty much any field.
Alas, this, ahem, skills set seems to bring the bad attitudes also.
Problem is, this can become deadly for their costumers when those managers get into the health care field, as the case for tainted heparin made abundantly clear.
From hcrenewal blog:
Now, as reported to date only on the PostScript blog, a US government report on problems with active pharmaceutical ingredients made in China has appeared.
A new report (pdf) by the U.S. China Economic and Security Review Commission stresses the safety risks to Americans posed by pharmaceutical ingredients made in China.
According to the report, issued by a group that advises Congress on the economic and trade implications of U.S.-China relations, found that the U.S. is the number one destination for Chinese pharmaceutical raw material exports – a $2.2 billion business each year. The U.S. relies heavily on Chinese products not only for over-the-counter drugs but for active pharmaceutical ingredients (API) found in prescription drugs.
And the report makes clear that China has neither the will nor the systems in place to monitor its exports.
This begs the question that most of the coverage of the deadly heparin also begged. Are American pharmaceutical companies so besotted with the need for cost-savings that they are willing to buy active pharmaceutical ingredients with unknown provenance overseas as if they were a pig in a poke? If so, why do we allow company leadership to potentially sacrifice quality, and sell adulterated drugs just to enrich their bottom lines (and their executives’ salaries)?
Excellent questions indeed!