The module on decision-making was really fascinating—that came through very clearly, and it stood out from the rest.”
With a background rooted in science - with advanced degrees in drug development and biomedical science, Bénédicte Calvet brings a blend of expertise and adaptability to her leadership role in clinical research and development and medical affairs.
Today, she leads a 50-person team at Pierre Fabre Group, driving medical evidence generation and operational excellence. Her team’s remit is ambitious because it involves understanding complex human biology, utilizing innovative technologies like AI, and requiring global collaboration with internal and external stakeholders while navigating ethical challenges. It's critical because it leads to better treatments, informs clinical decisions, improve patient outcomes, guide policy and practices, impacts healthcare policies, optimizes resource allocation, and supports public health initiatives.
“It’s quite a challenging scope in a challenging period of time,” she notes. “We’re trying to make ourselves act more like a biotech, with agility and flexibility in our mindset”
For Bénédicte, the most pressing challenge in her role today is leading with clarity in an unpredictable world. As a corporate leader overseeing global medical activities across the US, China and Europe, the complexity is heightened. “It’s not just about setting a vision for France or Europe,” she explains. “We need to integrate perspectives from around the world.”
Balancing innovation with risk, and providing strategic direction amid such uncertainty, is where she sees leadership being tested most. These challenges were also what led Bénédicte to explore Executive Education. Supported by her organisation as part of her career progression, she saw the opportunity as a way to build the skills and mindset needed to navigate industry complexity. “It was to increase leadership skills, strategic thinking, and to be sure I’m well equipped to take on new roles with increasing responsibilities and contribute effectively to the organisation’s goals.”
It was really about strengthening leadership, providing vision—even with all this uncertainty.
Bénédicte approached the Strategic Decision Making for Leaders programme with two clear expectations. “I was expecting a diverse and talented audience—not just in terms of professional background, but also geography,” she says, something which INSEAD strived to achieve with every cohort. She also valued the opportunity to pause and reflect on her own leadership. “Sometimes you build knowledge through daily practice, but you don’t always take the time to reflect. I wanted to do that, while also gaining new insights from psychology and management science.”
In discussion with her HR and training department, she played an active role in evaluating her options. “What attracted me to this one was the focus on strategic decision-making. That came through very clearly, and it stood out from the rest.”
What surprised me was that the impact was even greater than I expected.
A key part of the great impact came from the structure of the learning itself. Each day included time for reflection, which turned out to be a powerful habit. “Just taking the time to slow down and reflect—it’s huge. It’s something I’ve tried to integrate into my daily life, professionally and personally.”
The hands-on, collaborative nature of the course stood out. Participants worked individually, then in small groups, before discussing as a cohort. “It was very tangible,” she says. “There were moments where the results were surprising—even a bit scary—but the facilitators always offered concrete ways forward.”
One of the more unexpected insights came from something as simple as changing seats in the classroom. “I started at the front, ready to speak up. When I moved to the back, I realised I needed to let others take more space.” The experience prompted reflection on her own behaviour—and even resonated with how she guides her children at home.
You’ve changed.
Three months after completing the programme, Bénédicte has already noticed- and been told about how her approach has evolved. Reflecting on her leadership style, she describes herself as participative and collaborative. “I really try to listen carefully. But one of my strengths is my ability to make decisions—it’s not difficult for me, and I know that can be reassuring for my team.” The programme, however, encouraged her to examine the unseen influences on those decisions. “What I’ve learned is that I need to be more aware of the biases behind my decisions. That was one of the biggest surprises for me.”
A key shift for her has been embracing the power of reflection. “I’m the kind of person who acts very fast,” she admits. “But I’ve learnt that taking time to reflect actually helps me go faster—it's a kind of ‘slow down to speed up.’”
Come with an open mind, put in the energy, and prepare for the exercises we’re asked to do. That mindset makes a real difference.
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