Engaged by a Japanese pharmaceutical client to develop and build the capabilities of the medical team to develop leadership in preparation for launch of a new product.
The team were inexperienced in pre-launch and the affiliate had a portfolio of mature products.
What
The remit of this consultancy was to ensure that the team were upskilled in medical leadership capability, to lead pre-launch planning. To help with the development of medical strategy and the medical plan in preparation for launch.
The Challenge
A recent re-organisation, remote working with COVID, and management changes their line manager, the team were lacking confidence and a sense of cohesion, Pre-launch activities needed to start, with less than 18mths to launch in a therapy area which was new to the business.
Activities
The starting point was a gap analysis, assessing team members, strengths and areas for development. This was through a series of meetings with their manager, the senior leadership team and the team themselves. This included, self-reported feedback from the team itself and from the rest of the business, to establish a baseline and form the basis of a development plan.
Solution
The development plan included scheduling regular meetings both medical team and individual team members, sourcing an approved supplier and developing a programme of team development.
Equally important was establishing a forum for two-way feedback to ensure that a culture of openness was embedded. For the team members, it was also aligning their professional development aspirations with that of the team development.
The outcome was an improvement in self-confidence, performance and feedback from the rest of the organisation and the capabilities were evidenced by a concrete launch plan produced by the team, with an invitation extended by the global team for the medical lead to sit on the launch preparedness team and regular feedback shared on the affiliate experience.