5. For decades the global pharma model
was successful
In-house drug delivery engine
Much unmet medical need led to blockbuster drugs
Sales Force “armies” promoting to clinicians who had full prescribing
autonomy
Low government price controls
Global economic growth
6. But change came quickly
Big development engines were inefficient, need to change drug
development model
Much of unmet medical need satisfied
Physician autonomy eroded, multiple stakeholders emerge
Governments develop cost containment mechanisms
Governments initiate HC reform
Global economic crisis lowers demand
7. Designing and Implementing a new business
model
Requirement
to Change
Approach to
Change
Employment
Engagement
Employee
Recommenda
tions
LT and FLM
Decisions
Implement
8. Changes in Summary
New business model resulted in new roles and changes to every
role in the organisation
Decreased resources in some areas (e.g., Sales Representatives)
and increased in others (e.g., KAM, Market Access)
Reduced promotional resources shifted to activities that add
patient value
9. Observations and Learnings
Communication is essential:
Weekly email, monthly F2F, message alignment across first-line
managers
Be honest and acknowledge and respond to feedback.
Respect for employees
Value everyone’s input based on their experience and knowledge of the
external environment
Requires professionalism, ability to wear an “organisational hat” above
their own
Departing employees receive the credit and respect they deserve
Engagement works if it is: genuine, consistent and responsive
It has benefits far beyond the immediate task
Facilitates a supportive, adaptive culture
10. Observations and Learnings continued
Transition for Leadership Team
No more “D-Day Landings”
Logic on it’s own is not good enough
LT role and behaviours
Leadership through empowerment, engagement and devolved decision making
Employee development, change management, adaptability
We continue to get it wrong…at least some of the time.
