Typically work included:
- 3rd level support issues i.e. server maintenance, tracking software - issues, deployment of updates, upgrades, patches, etc.
- training junior staff
- management of environments i.e. installation, maintenance
- creation of documentation for ISO/ITIL certification requirements
- development of administration tools etc.
Worked closely with colleagues from many differing parts of the world and cultures e.g. Japan, India, France, Germany, USA and Brazil
The most challenging part of the job was coordinating with the users from differing time zones during deployments which involved extended downtime.
The most enjoyable part of the job was always solving a colleague's issue and making their life easier.
Though the decision making process is very slow, several relevant decision at top management level at the end have been taken based on emotional and political components, than objective analysis of data, which at the end resulted in the destruction of a relevant part of the CNS pipeline. The company had at my time presented a combination of lacking courage to take decision and and lacking ability to correct erroneous decisions rapidly. Such a stolidity appeared to counterproductive within a market segment, which changes and develops fast.
Project Management : clinical trials set up, quality and monitoring. Supply management of investigational products and material, outsourcing management and quality compliance to regulations and guidelines.
After Merck decided to close Geneva offices the motivation to work dropped in all parts of the company. Even the colleagues in Germany become concerned when the reality struck that only hand full of Geneva colleagues would be re-locating to Germany. That meant that the German colleagues have to absorb the vastly increasing work load.
Before April 2012 the work atmosphere was pretty good and we got our jobs done despite of the management's incapability to make the critical decisions on time to move the development projects forward. The strategic decision by the management to concentrate almost fully on oncology demonstrated to be not so good as it killed the research and development activities in other therapeutic areas. Merck Serono has not been able to develop and commercialise successfully a single oncology product since Erbitux (which they didn't even develop themselves).
My co-workes in global regulatory affairs based in Geneva were hard working professional, which respected the agreed timelines and plans. We followed the "Serono mentality" i.e. "There is a job to be done so get it done as planned. Then celebrate the success". This gave me the joy of seeing the job done successfully.
What I felt hardest part with Merck Serono was the slow or non decision making on development projects as this put as in all therapeutic areas behind the competitors.