ABOUT THIS EPISODE
Most organizations don’t struggle because they lack talent.
They struggle because they move too slowly, operate in silos, and avoid the hard changes everyone already sees coming.
This conversation goes deep into what happens when you bring FMCG-level execution discipline into a pharmaceutical environment—and why most teams resist it at first.
Adil Belrhzal shares how he built a fast-growing pharma operation inside a diversified group by combining multinational rigor, startup speed, and a culture that allows people to fail fast and learn faster.
There’s a simple idea at the center of this conversation that most leaders overlook. If people don’t understand what’s in it for them, nothing changes.
Key Discussion Points00:00 – Introduction to Operations Science Podcast
00:45 – Adil’s role and building a pharma business in Morocco
03:19 – Multinational vs local companies: speed, culture, decision-making
06:23 – FMCG vs pharma: where discipline really comes from
08:38 – Why change fails: “What’s in it for me?”
10:13 – Weekly vs daily execution: adapting FMCG discipline
12:55 – Performance shift: daily targets + right to fail
15:01 – The power of naïve questions and unlearning
16:00 – Aligning leadership and breaking silos
18:06 – Why organizations lack a shared understanding
19:11 – Variability: the silent killer in pharma operations
21:53 – Inventory, supply chains, and serving patients first
23:17 – Preparing for 6 IPOs in 6 years
26:48 – AI adoption: from fear to full integration
30:15 – Decentralizing AI across the organization
33:14 – Moving from experimentation to strategic AI
35:46 – Personal story: resilience and early responsibility
38:21 – Leadership mindset: staying grounded in chaos
40:00 – Habits, routines, and balance
If this conversation made you rethink how you run your operation:
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Operational excellence shouldn’t rely on guesswork. Learn the science behind flow, variability, and performance in Operations Science Applied: bit.ly/OSA2026
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