Enable successful commercial expansion
Challenge A Pharma company with an attractive late-stage pipeline sought to strengthen its commercial footprint in an important region for one of its therapeutic areas. Key stakeholders were not aligned on whether to self-build, acquire or partner in order to best create value, as there was insufficient insight into how feasible each option was. Solution […]
Deliver a new corporate direction
Challenge A specialty Pharma company needed to diversify given a narrow therapeutic area focus, a commercial footprint overly reliant on a single market, and a generic threat to its lead asset. An incremental business case mindset was leading the company to over-invest in short-term growth at the expense of strategically de-risking the company for shareholders. […]
Embed a cross-functional process to optimise market access
Challenge Global Market Access (GMA) was not inputting early enough into product development and commercialisation decisions and was viewed as a service provider by Commercial and Medical. Key market access activities were not consistently implemented across different products and the role of different teams in supporting these activities was not aligned across the global organisation […]
Optimise ways of working for global value and access
Challenge A newly formed Global Value and Access team needed to reflect on how to operate most effectively to drive a desired position as an expert leadership function in the organisation. The team was not fully aligned on how to operate which was impacting its ability to provide optimal and consistent support for product development […]
Upgrade the corporate matrix and governance model
Challenge A Pharma company needed to improve the functioning of its corporate matrix, decision-making and R&D project governance, replace functional siloes with improved cross-functionality, and ensure appropriate cascading of the corporate strategic direction throughout the organisation. This was becoming an increasingly important issue as the company moved towards a radically different, more innovative product portfolio. […]
Evolve the R&D operating model
Challenge A change in the corporate strategy required the R&D organisation of a MidPharma to evolve and structure its activities from a Life Cycle Management and Product Maintenance focus to a mixed model incorporating NME innovation The R&D head and R&D Leadership team were not clear or aligned on what the new strategic focus, structure, […]
Align and focus market access
Challenge Market changes were causing increased access and pricing pressure, requiring more leadership from the Global Market Access (GMA) team of the diagnostic unit of a Big Pharma The GMA team was not engaging proactively with development and commercial teams to set access and pricing strategy and evolve the company’s development and commercial strategies Solution […]
Enhancing medical affairs capabilities
Challenge Inconsistent development and delivery of publication strategies across the Medical Affairs’ Scientific Communications Leaders (SCLs) responsible for a Big Pharma’s top therapeutic area Many SCLs were not viewed as business partners by development and commercial teams, significantly hindering their ability to deliver effective publication strategies for the portfolio Solution Structured discussions with 16 development, […]
Strengthen and rebalance R&D capabilities
Challenge Following a new corporate strategy, a MidPharma had re-oriented its R&D strategy to improve external innovation sourcing and broaden its technology focus Though the new strategy was clear, the details of the capabilities required to execute it, both existing and new, were less clear, and there was no step-wise plan to rebalance capabilities Solution […]
Increase digital impact
Challenge The digital function of a leading Big Pharma was not creating maximum value for the company because of often poor integration with business teams across the value chain The digital function was seen as a service provider, not a business partner, and needed to drive a digital agenda in the organization through a partnership […]