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The COVID-19 pandemic has brought concurrent challenges. The increased incidence of fake and falsified product distribution is one of these problems with tremendous impact, especially in low-and middle-income countries. Up to a tenth of medicines including antibiotics and antimalarial drugs in the African market are considered falsified. Pandemics make this worse by creating an ecosystem of confusion, distraction, and vulnerability stemming from the pandemic as health systems become more stressed and the workload of individuals increased. These environments create opportunities for substandard and falsified medicines to be more easily introduced into the marketplace by unscrupulous operators. In this work we discuss some of the challenges with fake or falsified product distribution in the context of COVID-19 and proposed strategies to best manage this problem.

This investigation examined leader creativity, broadly conceptualized as a confluence of personal attributes, as a predictor of leading change in organizations. Because organizational change occurs primarily in the social system in support of the technical system, the role of social-emotional competency was also examined. Two correlational studies were conducted in samples of U.S. Army officers. As predicted, leader creativity was a significant predictor of leading change. Creativity measures explained 42% of the variance in leading change performance measures in novice officers and 71% of the variance in early-to mid-career officers. Social-emotional competency was also a significant predictor of leading change, but less than creativity."The art of the creative leader is the art of institution-building, the reworking of human and technological materials to fashion an organization that embodies new and enduring values" (Selznick, 1957, pp. 152-153).