“However beautiful the strategy, you should occasionally look at the results.” – Winston Churchill As professionals re-enter the workforce and are faced with an unprecedented pivot back to in-person work, we find ourselves in the midst of a major transition. Leaders are now tasked with implementing large-scale change by accommodating employees who have worked from […]
“ If you want to go fast, go alone. If you want to go far, go together.” – African Proverb Employees often cycle through varying degrees of engagement while going through change. Here are four tips to help reengage employees to ensure higher degrees of engagement and successful change implementation: 1. Reemphasize the why behind […]
Change is the new constant Leaders from all types of organizations recognize the importance of being change-agile. This eBook is based on research-validated through nearly thirty years of experience working with hundreds of clients, large and small, across various business sectors. The principal focus addresses two of the primary needs associated with large-scale change. First, […]
Background and Challenge After a major corporate reorganization, the medical operations group of a global pharmaceutical corporation sought new synergies through restructuring while continuing uninterrupted service to its internal and external stakeholders. WLH worked with senior leaders to develop the group’s strategy, design its structure, and identify operational efficiencies. Approach and Deliverables To approach the […]
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.
After a major corporate reorganization, the medical operations group of a global pharmaceutical corporation sought new synergies through restructuring while continuing uninterrupted service to its internal and external stakeholders. WLH worked with senior leaders to develop the group’s strategy, design its structure, and identify operational efficiencies.
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.
A major global medical device company reorganized its Marketing function to bring various business unit marketing teams together into one worldwide franchise marketing team. The goal was to strengthen the overall branding, eliminate redundancies, and streamline processes.
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.
As the healthcare marketplace continues to evolve, many pharmaceutical organizations are reevaluating how their organizational design supports their strategic priorities. Pharmaceutical companies are redesigning field based teams due to restricted access. For many organizations, the redesign provides better service to larger, more organized customers and ensures pull-through at the provider level. Specifically, field force teams […]