Are leadership roles in the Swiss life sciences industry no longer attractive?

The pharma industry is reorganizing. Again.

• Sites are being closed
• Departments relocated
• Strategies redefined
• Management replaced
• Teams restructured

And just when people have adapted to the new organization, the next transformation already begins. At the same time, companies wonder why fewer and fewer people are willing to take on leadership responsibilities.

Especially in the Swiss life sciences industry, the discussion is often oversimplified:

“The younger generation only wants home office and part-time work.”

Honestly? That explanation is far too easy.

Because the reality in pharma, biotech, medtech, and the chemical industry is far more complex.

• Research
• Development
• Production
• Quality
• Technical Operations

These are not purely laptop-based jobs. Innovative medicines are not developed between two Zoom calls from the kitchen table. Sterile manufacturing processes do not run remotely. Technical problems in production facilities are not solved with a Teams emoji.

This industry depends on people being present. Mentally and physically. And that is exactly where the real challenge begins.

A leadership role in manufacturing or development today means:

• Constant change
• High levels of responsibility
• Permanent availability
• Making decisions under uncertainty
• Managing conflicts
• Bridging the gap between international management and operational reality
• Handling regulatory pressure
• Motivating teams while the next dark clouds are already forming on the horizon

Middle management has become a burnout position in many organizations. Cost-cutting programs come from above. Frustration rises from below. And in between sit leaders who are expected to absorb everything.

At the same time, companies have spent years talking about “People First” while quietly eliminating positions in the background. Maybe the growing reluctance toward leadership is not a sign of laziness or a lack of ambition. Maybe people have simply been paying very close attention.

People have watched how quickly loyalty ends today. How replaceable people are sometimes treated. How short-term strategies destroy long-term relationships.Why should anyone invest their energy, health, and time when commitment and reliability from the company side are becoming increasingly rare?

And yet:

I still believe that this is exactly where the most meaningful and exciting challenges exist. A higher education in engineering, science, or business was never meant to guarantee a conflict-free working life.

It was meant to prepare people to:

• Take responsibility
• Make difficult decisions
• Solve complex problems together
• Remain capable under pressure
• Help shape organizations

It is demanding. But this is also where purpose, growth, and real impact are created.The challenge of navigating difficult situations together will not be solved by AI or robots in the future.

We do not need fewer leaders. And we do not need less home office either.

What we need are companies and employees who are once again willing to take responsibility together, tackle challenges, and actively shape organizations.

Because that is where innovation, progress, and ultimately the strongest teams are built.