Continuous Benchmarking in 3 Direction

On the other hand, continuous learning is another key factor why PPC grew so rapidly. Because the biomedical industry only has 20 years of history in Taiwan , business circle, political circle and academia are all still learning about this industry. In this context, PPC targeted 3 major directions to implement benchmarking.

II. Learning from strategic partners. Chen expressed that now PPC has a five-year strategic alliance contract with the Industrial Technology Research Institute (ITRI) of Taiwan . Throughout these five years, PPC can further understand the standard and principles of the ITRI, which is the largest legal person in Taiwan with 6000 employees. PPC can take this opportunity to learn the operation model of big organizations as a reference for its future development. .

III. Learning from the process of receiving international accreditation. In the process of internationalization, PPC continually received many important international standard accreditations. PPC's clinical laboratory was accredited by the Commission on Office Laboratory Accreditation (COLA), and the College of American Pathologists (CAP). PPC's laboratory is also the only one in Asia that is accredited by two international accreditations. PPC's Bioanalytical Laboratory is also accredited by the CNLA (Chinese National Laboratory Accreditation). PPC is one of the very few businesses in Taiwan capable of conducting this kind of research. Jason Chen said that during the process of receiving accreditation, PPC further understood international standards. Therefore, PPC learned more from the procedures of preparing all the documents required for accreditation than from the result itself

Keeping Knowledge and Talent s

Jason Chen said frankly that throughout the process of PPC's internalization, the biggest problem it faced was how to keep talents and how to duplicate knowledge. Because PPC is the best business in the field, all the employees in PPC are the elites in the biotech industry. 1/3 of its employees had studied abroad. PPC invested a lot in training its talents. Chen said that over the past 8 years, PPC held more than 1000 training courses; therefore, all the businesses in this field want to recruit employees who have worked in PPC .

In order to strengthen PPC's momentum in human resource management and operation, and to avoid possible knowledge gap resulted from losing talents, Jason Chen solicited Ren-Yi Jheng, present Chief Operating Officer of PPC, to join PPC, in hope with instilling better management ideas and technologies to PPC. Another mission of the new COO is improving personnel training and management .

Keeping good talents is one of Ren-yi Jheng's tasks. Because most of the employees in PPC are young people, Jheng joked that he is now learning young people's language from his daughter, who is also in the Y generation, so that he can gather along with the company's employees. He explained that in response to high turnover rate, PPC gives its employees a sense of fulfillment and vision so that they are willing to stay in PPC; on the other hand, PPC applies knowledge management and project management to retain all the information technology and knowledge. Therefore, even if an employee leaves the company, no important knowledge, technology and files will be lost. At the same time, Jheng is guiding all the PPC's employees to transform thinking into a knowledge platform. He is also thinking about how to transform knowledge into business flow to explore more businesses opportunities for PPC .

Seeing that laws stipulated by the government have a great impact on the development of biomedical industry, ,PPC launched “The Development of International Regulatory and Strategic Platform for Botanical Drug Products” project sponsored by the Ministry of Economic Affairs in October 2003. Six companies participated in this project, with more than 200 people. Among them, 30-40 have Ph.D. degrees. PPC's employees, through participating in this project, learned a lot about international laws which can assist PPC's technologies catch up with the international trend .

Creating another golden decade
When PPC was first founded, Jason Chen was 40 years old, now he is going to be 50. 10 years ago, He saw the opportunity for the biomedical industry. With enthusiasm and a sense of mission to create a better future for Taiwan , he devoted in the CRO industry. 10 years after, PPC not only is the pioneer of the industry but also had many “firsts”. PPC established the “first” central laboratory for new medicine development; it established the only bioanalytical laboratory accredited by the country; it performed the first clinical trial on Chinese botanical product in Taiwan and it was the first to conduct pharmacoeconomic studies