Business Planning & Account Management

Overview Focus Areas Frameworks & Tools Learning Programs Case studies Insights

Learn how we have helped our clients transform their business:

Key Account Organizational Diagnosis to Improve Field Force Effectiveness

Background and Challenge

A large animal health company sought to understand why there was huge variability in performance with its key account teams throughout the US. The client asked WLH to identify the root causes and provide recommendations for further action planning.

Approach and Deliverables

WLH conducted a diagnostic regarding the current state of performance. Consultants blended quantitative data with the qualitative data collection process to identify the current state and define the critical issues related to collaboration, coordination, and communication amongst colleagues that was impacting overall performance. For this project, WLH created a Key Findings and Recommendations report which was used for a series of action planning workshops. In addition, WLH created a suite of just-in-time learning tools to capture best practices and key learnings for value-added services that drive growth at the nation’s largest animal hospitals.

Results

During the facilitated action planning sessions, leadership aligned on priorities. To further engage all members of the Key Account Team, WLH designed and facilitated a series of regional meetings. Here, field colleagues took ownership for specific plans and made agreements that drove performance. Additionally, processes for sharing lessons learned and best practices were adopted to accelerate growth across the country. Finally, recommendations were included to update the overall learning and development curriculum for Account Executives.

Market Access Learning Strategy and Curriculum

Background and Challenge

WLH’s involvement with a Market Access group’s transformation and competency model development included evaluating the group’s learning strategy and curriculum. Given the changes in the healthcare marketplace, the organization knew its account executives needed a higher level of business acumen and account management skills. Additionally, the organization needed to balance the amount of product and disease state knowledge as a result of the extensive portfolio.

Approach and Deliverables

WLH worked with the learning group and field colleagues to develop an overall curriculum and an approach to meet individual learning needs. This effort empowered field directors and account executives to shore up skills needed to be more effective on-the-job and with customers.

Results

WLH created a customized Market Access Curriculum roadmap. Directors and Account Executives leveraged the competency-based assessment to identify strengths and development needs. In partnership, the director and account executive created individualized learning plans. The Learning and Development function leveraged the group report to develop a strategy to close those needs by designing special content sessions on the evolving marketplace.

Market Access Organizational Redesign and Talent Development

Background and Challenge

External marketplace forces encouraged a leading global specialty pharmaceutical company to evaluate its US Market Access strategy and organizational structure. Internally, the organization was preparing for a series of product launches and new indications. The primary goal was to accelerate access for ground breaking therapies and to enhance the customer experience. Through WLH thought partnership, senior leaders evaluated options and decided to create a regional structure that would be more responsive to healthcare ecosystem dynamics. To ensure account executives effectively drove results with larger organized customers, the client expressed a need to develop a streamlined business planning process. At the same time, it was determined that account executive competencies needed to be redefined to reflect the business acumen, planning, relationship management, execution excellence, and account management skills that were required to drive results.

Approach and Deliverables

This project included various work streams related to senior team alignment, stakeholder engagement, human capital strategy implications, competency model development, communications planning, and learning curriculum redesigns to close group and individual gaps. WLH was also instrumental in the design and facilitation of a national market access meeting where employees were given the opportunity to operationalize the approach while jump-starting newly configured teams. Throughout the project, enabling functions were involved to further understand implications and make changes to support the overall strategic vision.

Results

WLH worked closely with the leadership team and field leaders to ensure they were ready to translate the strategic vision and execute the change. WLH provided counsel and support for the following:

  • Created the organizational design and identified the coordinating mechanisms across functions

  • Developed a business and account planning process to ensure strategic account executives were able to rapidly identify opportunities and ecosystem interconnections; provided extensive profile guides for three channels – Payers, Integrated Delivery Networks (IDNs), and Medicaid accounts

  • Designed an account transition process and supporting tools to ensure seamless customer transition and continuity

  • Leveraged “The 5C’s of Transition Leadership® framework, which provided a structured approach to help leaders improve their change agility capabilities and more effectively lead others through transition

  • Created leader-led Jump Start workshops for new directors to conduct with their teams. This focused on adapting to change, building high performing teams, transitioning accounts, and developing business and account plans

  • Developed competency models and assessments for each of the functional groups within the Market Access organization, all of which were used to identify transition learning gaps and to ensure development plans were in place for all individuals

  • Partnered with Human Resources to ensure the Human Capital Strategy was aligned with the new strategic direction. Deliverables included revised role descriptions, competency-based interview guides, and supporting materials to clarify HR policies related to the organizational redesign

Organizational Redesign and Business Planning

Background and Challenge

External marketplace forces and plans to grow the company through product acquisitions encouraged a growing biotech company to evaluate their field organizational structure. The primary goal was to become a more dominant player in a therapeutic area. Through WLH thought partnership, senior leaders decided to create a regional structure that would be more responsive to healthcare ecosystem dynamics. At the same time, the organization was seeking to enhance business planning and execution efforts to ensure tighter field coordination and resource optimization.

Approach and Deliverables

WLH recognizes that a major redesign is more than reconfiguring boxes on an organizational chart. WLH conducted a diagnostic to identify opportunities to improve business and account planning as well as field collaboration and coordination. This input, combined with WLH’s change management expertise, led to the development of a strategic implementation plan. Business risks were identified and risk mitigation strategies were developed to breakdown silos and encourage more effective planning. This project included various work streams related to senior team alignment, business and account planning processes, stakeholder engagement, human capital strategy implications, communications planning, and business acumen skill development.

To ensure the client achieved the desired results, WLH leveraged its framework, “The 5C’s of Transition Leadership® which provided a structured approach to help leaders improve their change agility capabilities and more effectively lead others through transition. WLH designed the roll-out for the commercial organization which included senior leadership, regions, and districts where employees were given the opportunity to operationalize the approach with their newly configured teams. Throughout the project, enabling functions were involved to further understand implications and make changes to support the overall strategic vision.

Results

Throughout the course of the project, WLH worked closely with the leadership team and field leaders to ensure they were ready to translate the strategic vision and execute the change. WLH provided counsel and support for the following:

  • Provided counsel and led the organizational redesign and identification of coordinating mechanisms

  • Developed a business and account planning process to ensure regional business plans were developed in a compliant manner

  • Defined contracting processes to ensure consistent execution across the nation

  • Created leader-led jump-start workshops for new directors to conduct with their teams (focused on adapting to change, building high performing teams, transitioning accounts, and developing business and account plans)

  • Provided facilitation and support at the National POA for change implementation workshops

  • Revised role profiles to reflect how roles needed to evolve given marketplace changes

  • Partnered with Learning and Development to identify solutions that would enhance core competencies related to strategic thinking, business acumen, and customer focus