"Specifically, his team was tasked with creating a vaccine to combat the new illness from scratch. Once created, Pfizer needed to far exceed prior shipping and supply chain constraints; at one point, it even had to produce its own dry ice because not enough was available externally. Prior to COVID, Pfizer had been producing only 200 million vaccine doses per year. That needed to scale quickly to 3 billion doses."
""I found that when you ask people to do things they perceive as difficult or impossible, the first thing they do is to use all their brain power to develop the arguments about why it can't be made," Bourla said. "If you resist the temptation that rationally, it cannot be made, and you move the goal post instead to, that's what the world needs, then it can be done.""
Albert Bourla employed extreme motivational methods labeled 'emotional blackmail' to speed vaccine creation and delivery during the COVID-19 crisis. Teams were instructed to develop a vaccine from scratch and to scale manufacturing from about 200 million annual doses to roughly 3 billion doses. Pfizer had to overcome major shipping and supply-chain constraints and even produced its own dry ice when supplies were insufficient. Leadership posted signs reading "Time is life" and pressed teams to calculate the human cost of delays, using estimated daily death figures to shift focus from feasibility arguments to concrete problem-solving and execution.
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