Leading with Heart: PK Morrow of The Oncology Therapeutic Area Unit at Takeda On The Power of Authentic Women’s Leadership

In today’s dynamic world, the concept of leadership is continuously evolving. While traditional leadership models have often been male-dominated, there is a growing recognition of the unique strengths and perspectives that women bring to these roles. This series aims to explore how women can become more effective leaders by authentically embracing their femininity and innate strengths, rather than conforming to traditional male leadership styles. In this series, we are talking to successful women leaders, coaches, authors, and experts who can provide insights and personal stories on how embracing their inherent feminine qualities has enhanced their leadership abilities. As part of this series, we had the pleasure of interviewing PK Morrow.

PK Morrow, MD, is Head of the Oncology Therapeutic Area Unit at Takeda. She joined the company in January of 2024 and is responsible for Takeda’s oncology R&D strategy and development portfolio.

Prior to joining Takeda, Dr. Morrow served as Chief Medical Officer at CRISPR Therapeutics and spent over a decade at Amgen overseeing end-to-end development of clinical programs spanning hematology, oncology, diabetes and cardiovascular disease states. Before joining the industry, she held the role of Assistant Professor, Department of Breast Medical Oncology at the University of Texas MD Anderson Cancer Center, where she co-led the development of the first multidisciplinary breast cancer survivorship clinic and served as the principal investigator of multiple drug studies.

Thank you so much for joining us in this interview series. Before we dive into our discussion about authentic, feminine leadership, our readers would love to “get to know you” a bit better. Can you share with us the backstory about what brought you to your specific career path?

While I’ve always been focused on pursuing a career in healthcare, my journey began in a somewhat circuitous manner. I initially pursued a career as a pharmacist, following in the footsteps of my mother. But during my pharmacy rotation at the Veterans Affairs (VA) hospital in Houston, I found myself going to the VA hospital outside of working hours to spend time with the patients and quickly realized that my passion lied in direct patient care. Driven by this experience and the encouragement I received from the VA resident doctors, I decided to go into medical school right after finishing my pharmacist degree. After medical school and residency, I began my fellowship at MD Anderson’s Cancer Center working primarily with women diagnosed with HER2+ breast cancer, including those who were pregnant at the time of their diagnoses. I observed firsthand the impact that targeted treatments had on these patients, many of whom were able to receive breast cancer treatment and have healthy babies. This experience, seeing the tremendous difference new treatment options could make, led me to transition into the pharmaceutical industry and continue my career accelerating the development and delivery of much-needed medicines.

Can you share the most interesting story that happened to you since you started your career?

During my time at MD Anderson, I had encountered several promising treatments that had not yet been approved in the United States (U.S.). Because I believed these treatments held promise for my patients, I went through the process to request something called a single-patient Investigational New Drug (IND) application for several of my patients, which is essentially asking for approval to conduct a clinical trial on an investigational treatment for a specific patient before it has been approved by the U.S. Food and Drug Administration (FDA).

I ended up submitting so many of these requests that the chairman who oversaw the process informed me that they couldn’t continue accommodating all of them due to resource constraints. It was a frustrating barrier; I felt like I had the key to help my patients but had to wait for official approvals, which could take several more months to years for some treatments.

This experience became a defining “north star” moment and ultimately led me to continue my career within the pharmaceutical industry so I could play a part in accelerating the development and delivery of these medicines that patients so desperately need.

What do you think makes your company stand out? Can you share a story?

There were a few factors that played a role in my decision to join Takeda at the start of this year. Most importantly, the company’s mission and culture. We at Takeda live by a mantra we refer to as PTRB, which stands for patient, trust, reputation and business. Everything we do is guided by those priorities and in that order — with patients always at the forefront. This really resonated with me, and in the time I’ve been at Takeda, it’s clear to me that our people embody this philosophy in everything they do.

The culture of collaboration was also so apparent when I began interviewing and since I’ve started. From R&D to commercial and all the elements in between, everyone is connected and working together to help us deliver medicines to patients more quickly.

Of course, I also considered and was intrigued by Takeda’s portfolio. I was actually interviewing with Takeda when they received FDA approval for a metastatic colorectal cancer treatment, which was the first chemotherapy-free option regardless of biomarker status to win U.S. approval in over a decade. Not only did they get it approved, but they were able to launch so quickly after receiving the approval that physicians were able to begin prescribing the treatment for their eligible patients almost immediately. Seeing that in action proved to me that this company is nimble and can create efficiencies for the benefit of the patients.

You are a successful business leader. Which three character traits do you think were most instrumental to your success? Can you please share a story or example for each?

The first thing that comes to mind is curiosity. My mother and I came to the U.S. from Vietnam when I was young, and she learned a lot from observing others. She taught me that with every interaction I have, I should learn something new, and that advice has guided me throughout my career.

Hand in hand with this is the courage to take risks and push boundaries. I’ve heard the saying “if you shoot for the floor, you’ll never miss.” In other words, sticking to the status quo is less risky but it’s also less rewarding. And when you’re tackling a challenge as big as cancer, shooting for the floor isn’t going to cut it. I push myself, and encourage those around me, to take risks. You won’t be successful every time, but you’ll learn something from it. As an example, in a previous role in my career, my team and I decided to go after a type of cancer-driving mutation that was considered, at the time, “undruggable.” We had many peers in the industry tell us we were not going to succeed — if it hadn’t been accomplished in 30 years, why would we be able to do it? But we knew we had something special and turned an initial hypothesis into a full approval in a few years.

And lastly, being kind and having empathy — something that I apply in both my personal and professional life. Through various experiences in both my life and my parents’ lives, I’ve learned the true power of karma and firmly believe that the good you put out into the world will come back to you.

Leadership often entails making difficult decisions or hard choices between two apparently good paths. Can you share a story with us about a hard decision or choice you had to make as a leader? I’m curious to understand how these challenges have shaped your leadership.

When I was considering leaving MD Anderson to join the pharmaceutical industry, I felt very torn. On the one hand, I treasured my patients and the ability to make a difference in their care and treatment journey. On the other hand, I yearned for the opportunity to make a difference on a more global scale, through the development of cancer therapies.

Weighing the pros and cons of this decision and thinking about the long-term impact on my career, I kept returning to my ultimate goal and “north star” — making a positive impact on as many patients’ lives as possible. That’s when I realized that my passion for patient care actually pointed me towards becoming a drug developer in the industry.

Ok, thank you for that. Let’s now jump to the primary focus of our interview. Can you share a personal experience where embracing your unique leadership style, which might not align with traditional expectations, led to a significant positive impact in your organization or team?

I recall a particularly memorable moment at a previous company when we were in the thick of developing a new medical device around the holidays. The excitement was palpable when we received approval for the device — certainly, a moment of triumph for the team. However, I discovered later that a member of the team had spent their holiday break away from home working to ensure everything was in order. While his dedication was both recognized and appreciated, it sparked a moment of realization and made me think deeply about our team dynamics and the demands we place on our colleagues.

It was a clear signal that, as leaders, we need to cultivate an environment that balances achieving goals with the well-being of our team members. It’s crucial to lead in a way that not only drives our team toward success, but also respects their personal time and integrity. This experience was a turning point for me, underscoring the importance of thoughtful leadership that ensures success without sacrificing the well-being of our team.

In your journey as a leader, how have you balanced demonstrating resilience, often seen as a masculine trait, with showing vulnerability, which is equally powerful, but typically feminine? Can you give an example where this balance created a meaningful difference?

I’ve been perceived by some as a tough leader based on the high standards I set for myself and for my team. But I’ve never let this deter me or cause me to lower my expectations because I know that there are patients out there who depend on the work we are doing, and they need treatments now.

One way I keep myself and my team accountable is by scheduling regular touch bases to discuss what’s going right, what’s going wrong, what we can do better or quicker, etc. This continuous feedback loop allows us to quickly course correct, when necessary, and stay action-oriented. Because every moment makes a difference when you’re trying to cure cancer.

At the same time, I always want to ensure that my team feels valued and is empowered by the work they do. It’s important as a leader to consider the impact you have on your team — how are you helping them stay motivated? How are you helping them grow and progress in their careers? It takes vulnerability to be receptive to that feedback from your team.

As a woman in leadership, how have you navigated and challenged gender stereotypes, especially in situations where traditional male-dominated approaches are the norm? What strategies have you employed to remain authentic to your style?

At one point in my career, I was the chief medical officer of a biotech company but also the only female executive in the C-suite. It was a stark reminder that the highest levels of many industries continue to be male-dominated but also a reminder that I need to continue doing my part in making sure 5 years or 10 years from now, that would be different.

When I am working with others, I prioritize authenticity and transparency. I encourage my teams to feel “comfortable in their own skin” and foster an environment of genuine and empathetic interactions.

How do you utilize emotional intelligence and active listening to create an inclusive environment in your team or organization? Could you share a specific instance where these qualities particularly enhanced team dynamics or performance?”

As a female leader who has worked in many different environments, I’ve always strived for inclusivity within my teams. For me, this starts with empathy — understanding and valuing each team member’s perspective to ensure that they feel heard and respected. This approach allows for open and honest communication, empowering team members to share their thoughts and concerns on processes, decision-making or next steps without hesitation.

My past experiences have taught me that thoughtful leadership involves more than just achieving a goal; it’s about creating an environment where team members can thrive both professionally and personally.

What role has mentorship played in developing your authentic leadership style, and how do you communicate authentically to inspire and empower both your mentors and mentees?

I once worked under the leadership of Reshma Kewalramani, now the CEO of Vertex, who I deeply respect and consider a friend to this day. I vividly recall an evening when I returned home inspired by a particularly compelling speech she had delivered. As I shared my admiration with my husband, I confessed, “I don’t think I could ever be like Reshma.” His response really reshaped my perspective and continues to guide me. He said, “I hope you won’t be. You need to be your own leader.”

That advice struck a chord with me and has been a cornerstone of my approach as a leader throughout my career. I’ve embraced the idea of forging my own path and leading by example. I encourage my team not to mimic any single style, including my own, but instead, to use the feedback they receive to carve out their own leadership identities. It’s about encouraging them to discover and refine a style that truly reflects who they are.

Based on your experience and research, can you please share “5 Ways Leading Authentically As A Woman Will Affect Your Leadership”?

1. Be observant and adaptable. As female leaders, we have a natural ability to read the room and adapt to various situations. Embrace that strength and use it to build a nimble and resilient team.

2. Lead with kindness and empathy. Remember the power of karma and treat others the way you want to be treated.

3. Maintain curiosity and instill it in others. Learn something from every interaction and encourage the same of your team.

4. Help to develop others to become their own leaders. Lead by example but encourage those you mentor to forge their own paths and establish their own unique leadership styles.

5. Push the boundaries of what is possible. Shoot for the stars, not the floor.

Are there potential pitfalls or challenges associated with being an empathetic leader? How can these be addressed?

As with anything, leading with empathy requires balance. Being an empathetic leader does wonders for team dynamics and morale, but you must ensure there’s a thoughtful balance with objectivity, particularly when providing feedback on work performance or project quality.

The key to maintaining this balance is robust communication and conflict resolution skills. Being transparent about decision-making processes and encouraging open dialogue can help ensure all voices are heard and respected.

You are a person of great influence. If you could start a movement that would bring the most amount of good to the most amount of people, what would that be? You never know what your idea can trigger. :-)

I want to continue to support, empower and grow the next generation of scientists. The mentors I’ve had throughout my career have played a key role in my personal growth and successes, and I intend to return the favor for the scientists and innovators that will follow me. My hope is that these individuals will do the same and create a ripple effect to inspire more discoveries and cures for diseases like cancer.

How can our readers further follow you online?

If you want to learn more about the work we’re doing for those with cancer, you can follow the latest on Takeda Oncology’s LinkedIn page and my personal LinkedIn.

Thank you for the time you spent sharing these fantastic insights. We wish you only continued success in your great work!

About The Interviewer: Pirie is a TedX speaker, author and a Life Empowerment Coach. She is a co-host of Own your Throne podcast, inspiring women in the 2nd chapter of their lives. With over 20 years in front of the camera, Pirie Grossman understands the power of storytelling. After success in commercials and acting. She spent 10 years reporting for E! Entertainment Television, Entertainment Tonight, also hosted ABC’s “Every Woman”. Her work off-camera capitalizes on her strength, producing, bringing people together for unique experiences. She produced a Children’s Day of Compassion during the Dalai Lama’s visit here in 2005. 10,000 children attended, sharing ideas about compassion with His Holiness. From 2006–2009, Pirie Co-chaired the Special Olympics World Winter Games, in Idaho, welcoming 3,000 athletes from over 150 countries. She founded Destiny Productions to create Wellness Festivals and is an Advisory Board member of the Sun Valley Wellness Board.In February 2017, Pirie produced, “Love is Louder”, a Brain Health Summit, bringing in Kevin Hines, noted suicide survivor to Sun Valley who spoke to school kids about suicide. Sun Valley is in the top 5% highest suicide rate per capita in the Northwest, prompting a community initiative with St. Luke’s and other stake holders, to begin healing. She lives in Sun Valley with her two children, serves on the Board of Community School. She has her Master’s degree in Spiritual Psychology from the University of Santa Monica and is an Executive Life Empowerment Coach, where she helps people meet their dreams and goals! The difference between a dream and a goal is that a goal is a dream with a date on it!