Over an 18-month period, one of the largest global pharmaceutical companies engaged in a strategic reorganization to help its US sales organization compete in the changing healthcare landscape, post-Affordable Care Act. The client’s decision to move to a regional business-unit structure required clarifying roles and responsibilities for the therapeutic, cluster-based sales teams.
Anticipating a robust pipeline, a biotech’s commercial organization was scaling for growth. The senior leader client wanted to redesign the organization knowing additional therapeutic areas were being added to the portfolio. In addition, the leader wanted to build change management capabilities and ready their leaders to better execute change. Approach and Deliverables WLH provided organizational […]
A division of a large global pharmaceutical company expanded its field force to meet two strategic goals. First, their portfolio was expanding and second, there was a need to increase the “total office call” within each account. In an engagement lasting more than a year, WLH partnered with the client to clarify and execute a […]
One organization wanted all of their customer-facing roles to create an account management mindset and execute their overall strategy in a more collaborative and coordinated manner. The strategic driver for this initiative was the need to develop account management planning and execution. Both the sales leaders and the L&D professionals knew that the blended learning […]
A global pharmaceutical company rolled-out a key account management strategy and integrated account planning process. The unique needs of the U.S. market required customizing the planning process, tools, and learning strategy. Central to project success was the need to create an account management mindset for all customer-facing roles and encourage more cross-functional collaboration and coordination. […]
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 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 […]
A pharmaceutical company was undergoing a major transformation in response to market force dynamics that negatively impacted the performance of its field force. The client restructured its customer-facing roles which resulted in new territory alignments, new targets, and a new matrix team configuration. In addition, the client wanted to improve regional business planning to address […]
A global oncology company rolled-out a key account management strategy and integrated planning process. The unique needs of the U.S. market required customizing the planning process, tools, and learning strategy. Central to this project was the need to create an account management mindset for all customer-facing roles and encourage more cross-functional collaboration and coordination. Approach […]
A growing specialty pharmaceutical business unit recognized the need to define its leadership competencies and put in place an overall strategy to develop emerging leaders, first line leaders, and leader of leaders.
The international divisions of a global pharmaceutical company sought to create a Premier Employer strategy to attract and develop talent. WLH provided partnership to design the strategy and work with Human Resources leadership to implement the strategy globally.