Pharmaceutical / Medical Devices

Pharmaceutical companies face dramatic changes in customer behavior, market dynamics and regulatory demands. Pinta works with pharmaceutical companies to deliver better value for patients, fuel innovation and reduce the cost and complexity of operating systems.

Pinta helps pharmaceutical manufacturers become more competitive and successful in today’s evolving market—that means ensuring their products contribute to favorable and demonstrable outcomes, and streamline costs in the face of increasing price pressure.

Case Study : Business Modelling

Client: Pharmaceutical Research & Development Organization

Topic: Business Modelling / Organization Design

The Situation:

Our Client: A large  pharmaceutical development & manufacturing science division within a world wide organisation. The client had completed various benchmarking that put them at industry average or better in most areas and they determined they were not positioned as leaders in many aspects of their division.

SANDBOX: The Leadership Team agreed they needed to focus on advancing their capability in Science to support the growing complexity of their product pipeline and improve their flexibility to allow them to meet and exceed the demands of their customers.

The leadership team agreed an internal organisation assessment would be completed to identify the areas of improvement across their structures, governance and processes.

Challenges Facing Us:

• We needed to design an engaging consultation process to facilitate gathering the ideas and aspirations of a preferred future from colleagues across the division
• We needed to design an organisation that could improve the depth of science within its operations and could adapt to increasing demands of a complex product portfolio
• We had to complete the implement a new organisation design  without impeding or damaging the current operations and product portfolio to ensure we ‘did no harm’
• The assessment process required a ‘deep dive’ into the governance models, development processes, team structures and roles and responsibilities of team members
• Decision making was the sole responsibility of leadership teams across the organisation and there were limited development opportunities for team members

Actions we took to address challenges:

• A steering group was put in place to assist us in completing the “as is” assessment and design the “to be” requirements
• A consultation process was designed to engage with team members across every area of the organisation to inform them of the project and capture their thoughts on the current assessment and the preferred future
• Created a set of design principles with the steering group to ensure the future organisation would meet all requirements
• Developed a detailed roadmap for implementation to assist the organisation in transitioning to the new organisation structure
• Created project teams to design the implementation requirements within specific focus areas
• Created detailed job descriptions and new roles required within the new organisation

Our actions resulted in:

• An organisation that was fit for purpose and enabled flexibility to adjust to portfolio demand
• Creation of value streams to allow the organisation to focus on the science and development of key strategic products
• An organisation that enhanced its depth of science through improved structures and governance models that facilitate decisions being made at the lowest appropriate level
• Development of key processes that ensured a renewed focus on risk management and ensuring consistency in application of processes throughout the development phases

Case Study : Pharma Learning Management Division

Client: Pharmaceutical Learning Management Division

Topic: Strategic Roadmap / Structure Design

The Situation:

Our Client: A newly created Centre of Excellence (COE) within a leading global pharmaceutical organisation had recently been asked to assume an extended remit to support the requirements of an enterprise organisation. The COE was facing a deluge of requests from teams right across the organisation with respect to supporting potential projects/opportunities, some clearly within the intended scope of the team and others clearly outside the intended scope.

The purpose of the COE had been poorly communicated throughout the organisation with no clear identity established in the minds of customer groups. Lastly, the COE were clear that in order for their organisation to be sustainable in the long term they needed to deliver transparent value across the enterprise.

Challenges Facing Us:

• We needed to help the client calibrate the expectations of key customer groups as to their understanding of the intended purpose and value that would be delivered by the COE
• We needed to design an engagement process that allowed for working with an extended leadership team helping them in shaping a strategy for the team
• We needed to work with the team and clarify their remit and areas of value that the COE could deliver for the organisation

Actions we took to address challenges:

• Created a consultation process for engagement with key customer groups and partners
• Conducted a review of the existing sandbox and projects and clarified and aligned a future sandbox for the team with a new identity
• Identified the key projects that would deliver value across the organisation
• Worked with the team in developing the required organisation structure to deliver on the refined charter of the team- specifying the future capabilities required in the team
• Agreed operating principles with the team as to how they would operate in the future
• Developed a detailed strategic roadmap to enable the team deliver on their vision and strategic projects
• Outlined the anticipated return that would be delivered by the team to the organisation

Our actions resulted in:

• A detailed presentation that facilitated articulating the future vision, sandbox, strategic roadmap, proposed organisation structure and anticipated area of contribution. This aligned the purpose and proposed value that would be delivered by the COE to key customer groups
• A clear and focussed roadmap for the team that facilitated the development of goals and objectives for all team members
• A simplified structure to enable the team to deliver value and build a reputation with key partners and customers

 

Case Study –  Fast Tracking Talent in New Position

The Client – The client here was a Director within one of the leading Pharmaceutical Multinationals who had assumed a leadership position for a team that was positioned in seven locations across the world. The challenge was to assist the Director in developing a framework for managing the global team whilst also building an outstanding working relationship with his manager, a senior VP also based overseas. The Pinta Crew were appointed to support the manager, optimise his performance and the performance of his team in delivering on the agreed priorities for the unit.
The Approach – The approach was to partner with the Director and establish a position of trust that was delivered through honesty and transparency supported by a culture of ‘adult to adult conversations’.
The engagement took place over a three month period with meetings taking place every fortnight interspersed with weekly project plans and goals. A communication and reporting process for the team was put in place and clear unambiguous goals were put in place for the team and each individual. The role, remit and accountabilities of the team were communicated to all stakeholders in the Corporation providing an identity and sense of purpose within the group.
A virtual balance sheet was produced by the team to provide clarity to all parties on the ROI from the team and this was included in a new management summary forwarded to the Senior VP.
The Outcome – The team established an identity and reputation for delivering a return for their customers within the Organisation.
The Result – The Director was recognised as a top quartile performer within the corporation and was subsequently appointed to a new position as Senior Director assuming greater responsibilities in his new role. Pinta have been re-engaged to work with the Senior Director and his new team.