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Key learning slides
- 1. This information isconfidential and was prepared by Bain & Company solely for the use of our client; it is not to be relied on by any 3rd party without Bain's prior written consent 1 Strategic Roadmap for Product Launch Aspiration Portfolio choice/focus Customer Geography Product/ Services Value prop. Pricing, Branding Sales model Bus. case Organization model Mobilization 2 3 4 6 7 1 5 • Bold yet realistic aspiration • Segment prioritization • Value prop to OLs, doctors, patients • Sales/other team structure • Implementation roadmap • ‘Right bets’ • Regulatory process mgmt strategy • Pricing, Branding and Sales model • Investment and return expectations • Capabilities and training • KPIs, incentives, tracking • Phase 4 framework and execution, • Pilots, risk mitigation • Program mgmt office - Customer – OLs, Doctors, Institutions, Patients - Geography – Tier 1-4 cities, states, countries - Product/services – TAs, care programs
- 2. This information isconfidential and was prepared by Bain & Company solely for the use of our client; it is not to be relied on by any 3rd party without Bain's prior written consent 2 #2: Disrupt / co-leadership with MNC Ability to win (Time to market; strength in TA, differentiation from SoC) Attractiveness Leader Low High Follower Challenger Framework for evaluating competitive context FOR DISCUSSION • Market Size • Growth • Profitability • Prevalence/ Treated index #1: Scale up & create defensible position #3b: Divest / out- license to help fund priorities #3a: Disrupt or find a sustainable niche
- 3. This information isconfidential and was prepared by Bain & Company solely for the use of our client; it is not to be relied on by any 3rd party without Bain's prior written consent 3 BRING THE FUTURE TO LIFE Compelling intent Is our description of success clear and inspiring enough to generate emotional buy-in with our people? Credible solutions Are the proposed solutions appealing to the organization and will they work in our culture? Aligned top team Are top leaders demonstrating alignment on this change in their communications and actions? INSPIRE DEEP COMMITT- MENT Impactful leaders Do we have the right leaders who can work effectively as a team, both today and in the future state? Engaged sponsors Are line managers at all levels actively and visibly reinforcing the adoption of the change? Influential supporters Have we selected credible team members and involved trusted opinion leaders? HELP INDIVIDUALS SUCCEED Personal motivation Do we know who will be most disrupted and do we have a plan to address resistance, build commitment? Critical capabilities Can we develop or acquire the talent and expertise we need for this change? Desired behaviors Have we identified the few behaviors that will drive results and the reinforcements to encourage them? DELIVER THE VALUE Decisive governance Is the program governance designed to make and execute sound, efficient, and timely decisions? Achievable plan Can we deliver the change on time while protecting our business' performance from capacity overload? Leading indicators Do we have goals, metrics and a system to forecast results and course-correct before it’s too late? BUILD TO SUSTAIN Effective organization Are we tuning our organization (structure, culture, incentive system, etc.) to sustain the change? Enabling technology Can we enhance our systems and leverage new technology fast enough to deliver the results on time? Continuous improvement Are we designing fast feedback loops to learn and enhance our solutions over time? And on the unique risk profile of your change – the 15 questions you should ask RISK PREDICTOR HIGH RISK MED RISK LOW RISK