Turning Order Taker into Strategic Partner
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The document discusses a situation where a global pharmaceutical company's commercial information services (IS) organization was seen as an order taker rather than a strategic partner, so the goals were to increase IS influence on strategic decisions, improve the client experience, and connect IS capabilities to client goals; actions taken included defining the organization's purpose from the client's viewpoint, setting clear performance expectations, coaching business managers, and assessing performance; as a result, the IS organization gained commitment for a 5-year sales strategy, improved pharmaceutical sales tools, and shifted perceptions of IS value and opportunities to influence clients.
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16 Leadership
______
Leadership does not mean dominance. Leading your colleagues to a common goal and making them believe in the reality of this purpose. Successful leaders are those who can keep their team’s motivation alive for many years. You have to make them desire the work to be done.
17. Emotions Are All Normal
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Anger, hatred, love, happiness… You can understand when and under what circumstances these feelings will emerge by following yourself. You may have these feelings depending on how you interpret the events you encounter. The important thing is to be able to react independently of your feelings. You may find yourself making promises that you cannot keep because you are happy, or you may resort to violence when you are angry.
18/ Being able to Express Your Emotions
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Not everyone’s level of empathy can be very good. You may be in a difficult situation immediately. You may feel bad, but people may not understand it. In these situations, you may need to express your feelings a little more directly.
19/You Are Not Your Emotions
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Keep doing what you need to do, no matter how you feel. Success is achieved by people who cannot give up no matter what their feelings and thoughts are. Don’t let your feelings affect your actions.
20/ Timing
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As soon as you feel a different emotion, try to think before you act. Because emotional intelligence moves faster than rational intelligence, it can make you act irrationally and make you say any unnecessary words.
Thanks for reading
~ 𝗧𝗼𝗻𝗴𝘀𝗮 𝗚𝘂𝘆
Book:- https://amzn.to/3XsVTz2.
13 Teams
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Average talent teams that get along well with each other are more productive than gifted teams that don’t get along. It doesn’t matter how well a team with low emotional intelligence is in control of the numbers. They can’t even decide what to try to do.
14 Stress
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Difficulties at work and in our relationships put us under stress. Stress makes it difficult for us to find solutions to problems. When we can’t find solutions to problems, we get more stressed. To get rid of this dead end, we need to know how to manage our
Organizing for service leadership
The document discusses several aspects of building and maintaining a successful organization focused on customer service excellence. It emphasizes that customer loyalty drives profitability, which is built on customer satisfaction, value, and employee productivity and loyalty. Top management leadership is key to success. Marketing, operations, and human resources must work together, targeting the right customers, delivering high quality services efficiently, and retaining talented employees. Vision, leadership, communication, and culture change over time are required to transform an organization into an innovative service leader.
Delivering Consistent National Brand Service At Multiple Locations - ICSA Pr...
Delivering Consistent National Brand Service At Multiple Locations - ICSA Pr...Organizational Development & Change Management
Talk Given At ICSA National Conference in Atlanta 2010: The challenge of providing world-class levels of customer service through a service business located in multiple states, with diverse employees, in a variety of industries and markets. Digital transformation: A seminar for senior management
This presentation represents a full day workshop for senior executives designed to help define and execute digital transformation programs within their businesses.
Email if you want a downloaded copy. michael.cairns @ outlook.com
8 week 8 strategy
The document discusses various corporate strategies that firms can pursue in the 21st century competitive landscape, including bringing new products to market quickly, diversifying product lines, shifting product emphasis, and combining online and physical sales channels. It also summarizes strategies like the Dell model of outsourcing non-core competencies, and pursuing growth through mergers and acquisitions, international expansion, and improving core capabilities. Regionalization with local control and lean, flat organizational structures are presented as strategies for multi-national companies.
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Building Customer Satisfaction, Value, and Retention
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Digital transformation: A seminar for senior management
Digital transformation: A seminar for senior management
Turning Order Taker into Strategic Partner
- 1. TURNING ORDER TAKER INTO STRATEGIC PARTNER Teleos Consulting 311 Westside Drive Chapel Hill, NC 27516 919-740-8872 919-929-2298 (Fax) www.teleosconsulting.com
- 2. SITUATION Global pharmaceutical, US Commercial Information Services (IS) organization… Client expected “innovative” ideas and services connected to sales targets Client perception that IS could not “get the basics right” Facing typical IS challenges… Client chose other providers for “value add” work IS organization perceived as “roadblock” to performance (always saying “no”) Limited opportunity to create value in partnership with clients Goals to influence pharmaceutical selling through IS capabilities and improve client perception of “value” of IS… Increase IS influence on clients’ strategic decisions Improve client experience of IS interactions Increase opportunities to connect IS capabilities to client goals Improve Business Relationship Managers’ influence skills
- 3. ACTIONS Create organization purpose Define client we serve and what they value, from client’s viewpoint Establish criteria for critical organization decisions (services, capabilities, recruitment, partnerships) Set performance expectations Define “good” performance for each role based on contribution to IS purpose Negotiate expectations with each person Baseline current performance Develop and apply collaborative leadership skills Coach Business Relationship Managers Increase ability to gain commitment to value claims Broaden perspective to open new opportunities to connect IS capability to client goals Reassess performance at project end Develop plan to replicate successful activities across account teams
- 4. RESULTS Gained client commitment and funding for 5-year sales tools strategy. Improved pharmaceutical sales tools and developed new selling capabilities. US Commercial Sales Tool strategy adopted globally and piloted in critical markets. Business Relationship Managers received global CEO recognition for innovation and value creation. Improved influence through collaborative leadership skills, as reported by clients and independent observers. Shifted perception of IS value resulting in new opportunities to influence across US Commercial and Global Markets.