Lauren Lazowski is the vice president and general manager of Eli Lilly Taiwan, leading the company’s commercial operations and strategic growth. With over a decade in the pharmaceutical industry, she has expertise in diabetes, neuroscience, oncology, and immunology.
Before assuming her current role, Lazowski led Eli Lilly’s international hematology team, overseeing the launch of key therapies across major global markets. Her strategic leadership ensured regulatory approvals, stakeholder engagement, and market access were seamlessly aligned to optimize patient outcomes. She holds a Master of Science in Neuroscience from Queen’s University in Canada and began her career in clinical research before transitioning to Eli Lilly in 2010.
TOPICS Associate Editor Alex Myslinski sat down with Lazowski in February to discuss her leadership journey, the evolving pharmaceutical landscape, and the future of healthcare in Taiwan. An abridged version of their conversation follows.
What motivated you to join Lilly?
I grew up in a household centered around science and healthcare – as an engineer and physician, my dad showed a lot of enthusiasm for these topics.
As I got older, I saw firsthand the importance of quality healthcare while helping him in his clinic. Seeing the bond between physicians and patients and how critical it is to receive the right treatment sparked my own passion for the field, leading me to pursue clinical research during my master’s degree.
The science was fascinating, but the real magic was seeing people get better with the medicines being developed. There came a point when I had to choose between the two – continue in academia or pivot toward medicine through Lilly. I had offers for both, and the deadlines happened to fall on the same day. While I loved my research, the industry path in a large pharmaceutical company felt like an ideal way to help more people.
What are some of the things that keep you at Lilly?
A big part of it is values. Since joining 15 years ago, Lilly has always been about putting patients first, and having that shared goal makes the work feel meaningful. After my first week, I told my family, “I found my people.”
You can weather a lot of challenges when you’re surrounded by the right team. I’ve had the privilege of working with incredible leaders and colleagues in a collaborative, inclusive environment, making it easy to stay.
The development opportunities have also been incredible. There was definitely a steep learning curve when I first joined, especially coming in without an MBA, but I never felt at a disadvantage at Lilly. Every few years, I’ve been allowed to take on a new role, which has kept me learning and challenged without switching companies for career progression.
How would you characterize your leadership style?
I get this question a lot, but I still find it difficult to answer because my leadership style depends on the team’s needs and the situation.
One method I strongly believe in is situational leadership – shifting my approach based on experience levels, confidence, and the specific challenges we’re facing. Sometimes, that means providing hands-on guidance, which is often delivered through the flurry of questions I’m known to ask my staff. Other times, it’s about stepping back and trusting my team to lead.
Openness is a key theme in how I lead. In a highly regulated industry like ours, we deal with complex challenges where ensuring precision and upholding strict standards are essential. The best solutions come from those closest to the problem, so I foster an environment where decisions aren’t just top-down but deeply collaborative.
However, much of the inspiration for my process comes from self-initiative. I read a ton, from books on leadership to advancements in science and research. I still love the science side, so staying informed is important to me. No one tells me I have to do that; it’s just part of my mindset for continuously learning and benefitting myself and my team.
What role does inspiration play in shaping your team’s vision and how they approach their work?
I’ve found that building trust and alignment in a team brings a vision into focus and provides an engine for inspiration. One of the most effective practices has been stepping back and recreating our team vision statement by mapping out how we fit into Lilly’s bigger picture and the healthcare systems we support. Then, once a year, we come together and redefine how we want to work as a team.
This process has been powerful. It gets everyone on the same page, surfaces challenges that might not have been discussed otherwise, and helps us align on how to move forward. More than anything, it strengthens trust, shapes our working style, and keeps us moving forward as a team.
Fostering a shared vision is essential. Many of us are drawn to this industry because we want to help people, and it’s important to stay connected to that mission. The work isn’t easy, and most employees don’t see the patients they impact firsthand. But even being a small part of the process makes a real difference, and I want my team to feel that every day.
What emerging trends do you see in the realm of healthcare?
The increasing burden of chronic disease and the rising prevalence of dementia and Alzheimer’s disease are both tied to aging populations, and Taiwan is at the forefront of this shift. Chronic diseases alone cost the Taiwan government around US$5 billion annually – without even factoring in lost productivity for patients and caregivers.
The government has made significant strides in improving healthcare, but one of the core discussions now is how to intervene earlier. I often use the analogy of plumbing: if a faucet is leaking, you don’t just keep emptying the water; you turn it off at the source. The same applies to healthcare. Addressing root causes rather than just managing symptoms can reduce the long-term burden.
Obesity management is one of those root causes. Obesity is an underlying factor in multiple chronic diseases, which in turn leads to many of the top 10 causes of death, so tackling it early could have a widespread impact. Lilly is supporting this effort through novel treatments, education, and partnerships to improve patient outcomes.
Dementia and Alzheimer’s pose similar challenges. While Taiwan has made impressive investments in long-term care, the key now is shifting focus toward earlier diagnosis and treatment. Currently, over 200,000 people in Taiwan suffer from Alzheimer’s, but when you factor in family members and caregivers, the impact is far greater.
Our goal is to help create a more proactive healthcare system that improves both patient outcomes and quality of life.
You’ve published research on mood disorders, mental health, and stigma. How has your research on mental health and stigma shaped your career at Lilly, and what progress have you seen in these areas?
The conversation has evolved, and while there’s still work to do, the change has been tremendous. You see it in the way athletes and public figures now speak openly about their experiences.
One moment from my research that stuck with me was a patient interview. This individual had a severe mood disorder and desperately needed care but hesitated to visit a psychiatric hospital out of fear of being seen walking in or parking outside. That’s when it became clear to me – stigma doesn’t just affect how people feel; it actively prevents them from seeking treatment. It creates real barriers to diagnosis and care.
This issue extends beyond mental health. Obesity, for example, carries a similar stigma. There’s still a misconception that it’s just about diet and exercise, with individuals being blamed for their condition. Years ago, depression wasn’t widely recognized as a physiological disease. Today, I see the same pattern with obesity, where biological, genetic, and societal factors are often overlooked.
As an industry, we need to break down these barriers. Just as attitudes toward mental health have shifted, we should work toward a more holistic understanding of obesity. People need to feel comfortable discussing it with their doctors and accessing the right care without fear of stigma.
What advice would you offer to aspiring leaders in the pharmaceutical industry?
My advice is twofold: be open and be agile.
No one solves the industry’s biggest challenges alone. Listening to colleagues, stakeholders, and government partners drives progress. Agility is just as important. Science evolves, and today’s plan may change tomorrow. Leaders must be flexible and adapt.
A growth mindset is game-changing. I encourage aspiring leaders to ask: What am I working on? What skill am I developing? Taking ownership of growth is essential for long-term success.
For those expanding globally, connect with people in new markets before stepping into a role. When entering a new market, I focus on understanding people before introducing solutions. Finding common ground ensures alignment. I ask a lot of questions – probably more than my teams would like – but it keeps us working toward shared goals.
How do you relax and unwind?
I’m a mom, so unwinding usually means spending time with my two daughters. One of the things I love about Taipei is the incredible outdoor space, so we make the most out of quick access to these areas. Getting outside helps them burn off energy, and the parks here are fantastic. Hiking is also great, though that’s more of a full-day trip, so it’s not something we do every weekend.
Another thing we love to do, which seems less common in Taiwan, is baking. I learned from my grandmother, and now I share it with my kids. Just this past weekend, we made a huge batch of sugar cookies and decorated them with icing and sprinkles.
