Lorraine Marchand

About Lorraine Marchand

If you’re a senior leader in a regulated organization, you already know this tension:You’re expected to drive innovation but the cost of getting it wrong is real.Reputations. Careers. Customer outcomes. Shareholder trust.So ideas stall. Teams hesitate. Decisions default to what feels safe.Not because leaders lack vision but because fear quietly runs the operating system.Most organizations don’t fail at innovation because they lack ideas.They fail because fear shapes how decisions get made.That’s the problem I help leaders solve.As an innovation practitioner, author, and educator, for more than 30 years, I’ve led and advised innovation efforts inside high-stakes environments, including organizations like IBM Watson Health and Bristol Myers Squibb, and alongside leadership teams at companies such as Johnson & Johnson and Hewlett Packard.I’ve also taught innovation and entrepreneurship in academic settings, including Columbia Business School and Princeton University, where the focus isn’t theory, it’s what actually works inside complex systems.My upcoming book, No Fear, No Failure: Five Principles for Sustaining Growth Through Innovation (Columbia University Press, publishing February 10, 2026), is based on interviews with 120+ corporate innovators across industries and geographies. It offers a practical roadmap leaders can implement immediately without risking brands, people, or credibility.At the core of my work are practical frameworks that help organizations learn faster without increasing risk, including:• The Five C’s of Corporate Innovation (Customer First, Culture, Collaboration, Change, Chance)• The Four Faces of Organizational Innovation• Intelligent Failure: turning setbacks into learning velocity, not blameHow leaders typically engage me:• Keynotes for leadership and enterprise teams (often the entry point)• Workshops that help teams operationalize innovation inside regulated environments• Advisory work for specific innovation initiatives where the stakes are highIf you’re leading change inside a regulated organization and it feels like turning the Titanic, you’re not alone.And you don’t need louder motivation.You need an operating model that emphasizes learning, experimentation, and decision-making.If you’re planning a leadership conference, offsite, or transformation initiative, book a free consult call below and I’ll share what I’m seeing work right now inside regulated

Experience

1. Lecturer

   The Wharton School

   Aug 2023 — Present · Philadelphia, PA, US

Education

• American University

  Master's degree, Journalism

  1993 — 1995

• London Business School

  Master of Business Administration - MBA

  2004 — 2006

• University of Maryland

  Bachelor of Science - BS, Science Journalism

  1984

• Columbia University

  Master of Business Administration - MBA

  2004 — 2006

Skills

• Cross-Functional Team Leadership
• Competitive Intelligence
• Mergers
• Lifesciences
• Marketing
• Biotechnology
• Management Consulting
• Corporate Development
• Mergers
• Competitive Analysis
• Start-Ups
• Management
• New Business Development
• Business Development
• Licensing
• Drug Development
• Product Development
• Strategic Partnerships
• Leadership
• Strategy
• Clinical Development
• Coaching
• Pharmaceutical Industry
• Outsourcing
• Due Diligence
• Change Management
• Executive Management
• Drug Discovery
• Medical Devices
• International Business
• Marketing Management
• Investor Relations
• Entrepreneurship