A recent comment to another post prompts this entry. Regarding getting a chemistry PhD and getting a job, it reads:
. . .However, transitioning into corporate pharma was a big if not bigger challenge in some ways. It took a while to figure out how the system works and how to advance one's career and not get stuck in the lab.
Now this is a touchy subject, and it's two words in it that make it so: "advance" and "stuck". Pick one hundred chemists who start out in, say, industrial drug research at any given time (I know, bear with me - it's a thought experiment). Now observe them at the five year mark, the ten, and the twenty. What will you find? Some of them will no longer be employed, for sure - recent years make that certain, but honestly, it's always been certain. Some of that, remember, is voluntary. Some people find out, in any profession (once they start practicing it) that it's not actually what they want to do with their lives. It's better to find that out earlier than later. Or something that's clearly better might come along; there are any number of reasons for people to exit a field on their own power. But others true will have been acted on by an outside force, whether that force is their own difficulty in holding on to their position, or the industry's difficulty in holding on to as many people as it used to.
So among those still employed, what will you have? Some of them will have more direct reports than others, or more responsibility in other ways. People's abilities, opportunities, and motivations vary. As time goes on, some of the initial cohort will have definitely moved "out of the lab". But there are different reasons for this. The most common is what's usually called something like "the managerial track". Depending on the company, it's often the case that as people move to higher positions on the org chart, that they'll spend less time actually in the lab as opposed to their offices. In the traditional European drug research labs (especially the German and Swiss ones), this process started very quickly, sometimes on day one. And in general, the larger the company, the more likely it is that people have desk-only jobs as they move along.
But most companies like this also have a "scientific track", although it's sometimes used as a bit of dumping ground for people who (for whatever reason) are definitely not on the managerial track. That does tend to cut into the definition between the two, but the idea is to have somewhere to advance/promote people who don't want to head in the desk/management direction. It's here, I think, that the hard feelings start, because of this blurred boundary.
It's safe to say that some people who move into the managing-the-organization side of the business don't miss the lab work all that much, although some of them certainly do. And it's also safe to say that some of the people who stay on the scientific side would very much rather not have to deal with a stack of performance reviews, budget spreadsheets, making sure that everyone's up to date in the internal training database, and the like - but then again, some of them wouldn't mind that stuff at all, if anyone would give them a chance to mind it. To further complicate things, not everyone on the managerial side of the business is necessarily a good manager, just as not everyone on the lab side of it is a wonderful scientist. And people with longtime desk/office jobs are sometimes heard to say that they miss lab work, in a sort of "good old days" tone.
So you can get some pretty dismissive stuff, from both sides. These would include (but are not limited to) statements about being someone being "stuck in the lab" (as opposed to doing the really important work), or someone else being nothing but a paper pusher who's forgotten how research works (or perhaps never really knew to start with). I try to stay away from those sorts of statements, myself, but everyone in industry will know the sort of thing I'm talking about.
My own preferences? I have a hood, and I work in it. I'm not there all the time, but I'm expected (as are others like me) to produce in the lab as well as at my desk. And I do spend time at the desk, too, although I try to spend it on scientific issues - how do we prosecute the project for Target X? What are the chances for Project Y, and what do we do if it doesn't work out? What technology do we have (or does anyone have) to go after Target Z? Managerially, I've never had a long list of direct reports, nor a list of people reporting to me who also have people reporting to them, etc. I've been, it's fair to say, on the scientific ladder. But "stuck in the lab" is not a phrase I've ever applied to myself.
The key, I think, is to continue to learn and to keep up, no matter which side of the divide you might be. You should be performing at a level that you couldn't have earlier in your career, either way - dealing with issues that you wouldn't have been able to handle, bringing your experience to bear on new situations. The danger in having been around the block a number of times is that you can start to feel as if you know more than you do, or that you've seen pretty much everything before (neither of those is true). But you should definitely know more than you used to!