When I joined Biogen, I genuinely believed it was a place where I could build a long career. As a top performer at every previous company, with awards and a track record of contributing to positive, collaborative cultures, I joined with high expectations. Unfortunately, the reality has been very different from what was presented during the interview process.
Within the North America commercial organization, leadership has fostered a culture of fear and control that has eroded trust and collaboration. Toxic behaviors from the top have trickled down, leaving employees hesitant to speak up, share ideas, or respond honestly to engagement surveys. Standards constantly shift, feedback is rarely constructive, and long hours are expected, with more always demanded.
Favoritism among senior leaders determines whose voices are heard and whose work is recognized. Advancement depends almost entirely on managerial advocacy rather than performance. There is also unhealthy competition between North America and Global teams, which creates silos, duplicated effort, and missed opportunities for collaboration.
Professional development is limited. “Orbits” often add responsibilities without support or compensation, and scheduled skills-building workshops are frequently skipped to handle urgent priorities. HR is largely unresponsive to complaints about toxic leadership, and employees who raise concerns risk retaliation.
Many long-tenured employees have chosen to leave, and it’s easy to understand why. The company’s focus has noticeably shifted from serving patients to serving shareholders. Leadership is increasingly opaque, offering little transparency around major organizational decisions.
Biogen was once defined by purpose and collaboration. Sadly, that no longer feels true.
