Client’s challenge

Global Marketing Excellence and Business Insights leaders required support to:

  • Develop their three-year functional strategies
  • Develop and deliver new capabilities to support the evolving corporate circumstances
  •  
    Our approach

  • We undertook discussions with Marketing Excellence and Business Insights leadership teams around their priorities and challenges and validated their draft functional strategies in discussion with marketing leaders
  • We brought an external view on achieving excellence from discussions with a selection of leaders from other pharmaceutical companies
  • We worked with the leadership teams to refine their strategies and gain ‘sign-off’ from Global Head of Marketing
  •  
    Value to client

    Robust functional three-year strategies for both functions that incorporated input from internal and external marketing leaders that formed the basis for subsequent change programmes to augment the centre of excellence model and capabilities

    Client’s challenge

    The global digital function of a leading pharma company was looking to drive a digital agenda in the organisation; they wanted to understand perceptions of value and how to partner with stakeholders most effectively to drive a digital agenda
     
    Our approach

    We framed the issues and developed hypotheses with the digital leadership team, which formed the basis of interviews with 21 senior leaders across the organisation to gain their views on the value of digital and greater engagement

    Guided the digital leadership team on the findings, implications and next steps and catalysed recognition of the key enablers for progress with the pharma leadership team
     
    Value to client

    A digital leadership team with a clear view of senior leaders’ expectations of the value digital could deliver and the opportunity for greater partnership

    In the following period, the digital team went on to deliver greater impact and engagement across the firm

    Client’s challenge

    The Global Market Access (GMA) team were not inputting early enough and consistently into product development and commercialisation, resulting in a risk of sub-optimal product launch
     
    Our approach

    We worked with key GMA members and their stakeholders to understand what was working well and areas for improvement. We collaborate to develop a new process which outlined key market access activities and the responsibilities of each function. Created a new governance structure, including a new cross-functional market access committee, to ratify key decisions and resolve disputes
     
    Value to client

    An aligned market access process and governance structure to ensure consistent timing and implementation of key market access activities across brands, earlier involvement of market access in product development, and greater clarity between global and affiliates

    Client’s challenge

    The regional marketing lead needed to develop guidance for local teams on establishing priorities for a complicated franchise (three large brands, two new indications and two launch brands) in over 80 markets of high diversity
     
    Our approach

  • Analysis of guidance from global teams as the basis for a workshop with 12 local leaders to determine strategic priorities and ambitions, which were captured in a guidance document
  • We held follow up discussions with local leaders to refine the guidance and tactics and then ran a “Launch Workshop” with local leaders to embed the ‘playbook’ for the planning process
  •  
    Value to client

    A franchise marketing ‘playbook’ for local teams that was widely taken up to establish franchise priorities relevant to the region and to secure investment

    Local teams that were well positioned for quick success, due to high engagement throughout ‘playbook’ development and the “Launch Workshop” that led to its integration into the planning cycle

    Client’s challenge

    Our client was experiencing a combination of patent expiries and a high cost base from their global commercial platform. This was leading to flat revenue and a substantial drop-in profitability. They asked us to restructure R&D to build an innovative pipeline that was fit for their new cost constrained reality
     
    Our approach

    We gathered insights from the R&D Leadership team and commercial stakeholders to understand strengths and gaps in the current organisation. These insights were used to collaboratively set a clear focused ambition for R&D. This allowed the creation of a lean service model that prioritised individual MAs and SKUs to keep products on market in different geographies
     
    Value to client

    Overall we created a small focused organisation that would drive the 2 key agendas identified:

  • 1. Keep profitable products on the market for the group
  • 2. Find new innovative products that would create a profitable business in the future
  •  
    Specifically, we designed an industrial biotech unit with a focused team that can:

    In-license external innovation
    Leverage their expertise and high value pathways
    Adaptively develop so they can create the most value from their assets

    Client’s challenge

    A new corporate direction in a specialty pharmaceutical company required a greater focus on external innovation to build the new R&D pipeline; the leadership team was unclear on the optimal approach and required support to design a new external innovation sourcing model
     
    Our approach

  • We held discussions with internal stakeholders to identify current barriers to effective external innovation sourcing and established external benchmarks to identify key success factors
  • Assessed the global innovation landscape to identify the relevant therapeutic area innovation
  • Developed a bespoke external innovation model to support building the R&D pipeline and growing a network of partners
  •  
    Value to client

    An approach to early drug development that drove greater:

  • Efficiency and speed in creating high quality clinical Proof of Concepts
  • De-risked confirmatory post POC development
  • Ensured a project centric approach to R&D was reinforced
  •  
    Our client immediately implemented the early drug development process on two live early drug development projects and subsequently it rolled-out to its other therapeutic areas

    Client’s challenge

    The leadership team of a mid-sized pharmaceutical company needed a new process to deliver a corporate strategic plan by enabling cross-functional collaboration and providing clear, aligned, and actionable strategic plans
     
    Our approach

  • We held discussions with stakeholders involved in strategic planning to understand what was currently working well and what were the areas for improvement
  • Collaborated with the Corporate Strategy team to create a new cross-functional strategic planning process, develop a new set of templates to guide the process and provide clarity on the purpose of the new process and expectations on participants
  • Developed the workshop agenda and content to launch the new process
  •  
    Value to client

    A strategic planning process which:

  • Aligned functions on how to deliver corporate strategic priorities and key initiatives
  • Provided a clear direction for function and country operational planning teams to support the delivery of strategic priorities
  • Client’s challenge

    A new corporate direction in a specialty pharmaceutical company required a greater focus on external innovation to build the new R&D pipeline; the leadership team was unclear on the optimal approach and required support to design a new external innovation sourcing model
     
    Our approach

  • We held discussions with internal stakeholders to identify current barriers to effective external innovation sourcing and established external benchmarks to identify key success factors
  • Assessed the global innovation landscape to identify the relevant therapeutic area innovation
  • Developed a bespoke external innovation model to support building the R&D pipeline and growing a network of partners
  •  
    Value to client

    The bespoke external innovation model provided:

  • A clear purpose for the external innovation team to motivate and align stakeholders
  • A new organisational structure and set of capabilities to implement the model and provide clear accountability for external innovation sourcing
  • A set of measures to track progress against clear sourcing objectives
  • Client’s challenge

    Our client was exposed to substantial risk due to a narrow therapeutic area focus and a commercial footprint overly reliant on a single market. They faced generic threat and urgently needed to diversify. They asked us to create a strategic framework to guide the investment decisions needed to secure the business
     
    Our approach

    We engaged key executives to understand their internal perspectives on the current situation and their desired future for the business. Based on these discussions, we defined and valued alternative strategic paths to diversification and identified the key value drivers for each. We developed a strategic framework and made recommendations to the management for their next steps, which enabled key diversification decisions
     
    Value to client

    The Executive Committee aligned around the strategic framework for the future direction of the company. The framework and our recommendations to the management, gave them the confidence to launch a new asset in an adjacent therapeutic area in its key market, and seek partners in non-core markets

    Client’s challenge

    The early development function of a large pharmaceutical company were looking for support in improving their process for estimating projects’ probability of technical success (pTS) by involving the systematic and transparent engagement of a range of stakeholders
     
    Our approach

  • We worked closely with the Global Head of Portfolio and Project Management to develop a manual that explained what the probability of technical success is, its importance and the method, process and responsibilities for its estimation
  • The manual harmonised the process with the other development functions
  • The manual and its application to portfolio decision-making, reporting and business planning were submitted to the pharma leadership team for approval
  •  
    Value to client

    The manual has become a standard reference for managing early development projects that has led development teams to adopt a consistent approach across the portfolio and contributed to a significant increase in the number of molecules entering late stage development

    Client’s challenge

    The Medical Affairs team needed an assessment of the value of their support to local, regional and global stakeholders at the ASCO Annual Meeting. As it is a significant part of their workload, they needed to understand if there was an opportunity to refine future support. Their request was urgent given an upcoming major congress
     
    Our approach

    We held structured discussions with internal stakeholders in affiliates, regional organisations and global functions on the value of Medical Affairs support. 3 groups of issues were raised around improving communication, opportunities to offer additional value and stopping or simplifying certain activities. These insights were an input into a workshop to enabled the team to clearly refine future support
     
    Value to client

    A structured set of recommendations on how to evolve their support were developed that enabled the leadership team to define the priorities for change. These changes were implemented in time for the upcoming congress and significantly increased the value of Medical Affairs support in the view of stakeholders. Based on this experience the Medical Affairs team continually evolve their support to maximise their value in a changing environment

    Client’s challenge
    Scientific Communications Leaders (SCLs) had inconsistent development and delivery of publications strategies across their oncology portfolio. The development of new products’ underlying scientific story required close partnership between medical, clinical development and commercial teams. A close partnership did not exist, and many SCLs were not viewed as business partners by development and commercial teams, which significantly hindered their ability to deliver an effective publications strategy, critical in an evolving and competitive environment

    Our approach
    We held structured discussions with development, medical and commercial leaders to gain insight into their expectations and experiences of working with SCLs and of publications. We identified gaps in business partnership, strategy development and publication expertise. We brought these insights to workshops with SCLs to establish an improved way of operating that included sharing best practice examples and establishing a network of business partnering relationships

    Value to client
    The SCL team moved forward with regular, well-structured forums for sharing outputs, insights and methodologies. They worked with their business partners to establish engagement through leadership teams and cross- participation in publication strategy development and they designed and delivered upskilling programmes. In combination, these actions have significantly improved SCL’s consistency and quality of delivery of publication strategy

    Client’s challenge
    The rapid growth of a cancer immunotherapy franchise across multiple disease areas complicated the design and implementation of an efficient and effective team structure. This led to inconsistent compromises between the franchise focus and the disease area focus. The team sought support in evolving an improved organisational structure and operating model for the franchise
     
    Our approach
    We conducted structured discussions with key Medical Affairs stakeholders to gain their perspectives on the constraints and expectations for the franchise team versus their disease area teams and their ability to deliver the required value. These insights structured an all-day workshop to agree the decision-making responsibilities and operating model for the franchise team to optimise the value of both franchise and disease area teams
     
    Value to client
    The franchise team agreed on the remit for decision-making and information-sharing. A structure for prioritising and streamlining activities was implemented, to ensure the required activities were completed inside the strict deadline. The team have moved the franchise forwards more efficiently and effectively, with a clearly defined remit and a manageable process for delivering it

    Strategically, market access is about packaging data in the right way, for the right customer at the right time. Our Market Access case studies consider the demands on the function and how it can ensure value is provided to both internal and external stakeholders.

    The work of Market Access is vital for pharmaceutical companies, and as a member of the Market Access function you has several key responsibilities:

    • Consider the implications of your product on the wider healthcare market

    • Understand changing healthcare markets and the impact they will have on your product

    • Prepare a positive healthcare environment which supports uptake of your product

    • Communicate the value of your product to the key opinion leaders who influence uptake

     
    The complex nature of Market Access require’s you to have well integrated operating models that allow you to engage key functions proactively and collaborate effectively.

    Recently, the role of Market Access has become increasingly complex as payers demand greater value and benefits for patients. These pressures can lead to delays in medicines reaching a market, medicines not being accepted by payers or medicines no longer being reimbursed.

    Our client’s trust us to help them ensure patients gain and maintain access to medicines by ensuring Market Access has the best operating models to:

    • Identify value from payer insights

    • Create value through clinical and health economic outcomes and research (HEOR) data

    • Communicate value through collaboration with R&D and commercial functions

     
    Discover our Market Access case studies by completing the form below

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    Strategic collaborations and partnering are a fantastic way to access new markets. 42 of the top 100 pharma companies are headquartered in Europe and this only scratches the surface.

    The European pharma sector is much more diverse than the common perception of dominant Big Pharmas. Europe has a fascinating collection of Mid-sized pharma companies with unique therapeutic area focus, deep geographical expertise and a need to collaborate. These European MidPharmas provide non-EU companies with an excellent route into the European market but why are they such good partners?

    75% of the European MidPharmas are privately held and therefore do not have the access to capital that some of the larger companies have. This makes it challenging for them to pursue game changing innovation and as such they manage and grow their portfolios inorganically, which is becoming harder as the cost of mergers and acquisitions rises.

    The benefit of their need to grow inorganically through collaborations is your assets are of tangible benefit to the them, so are nurtured with an attention that can be absent in larger companies. This is amplified by their therapeutic focus, geographic expertise and deep understanding of customer needs, which make them excellent partners to support non-EU companies in Europe.

    Through our experience in the European pharma sector we have helped many companies access strategic collaborations in Europe by understanding their assets and needs, assessing partner profiles to ensure optimum fit and leveraging our unique network to facilitate meaningful business conversations.

    Contact us to understand how we could help you find the ideal partner in Europe: info@novasecta.com
     
     
    Partnering in Europe – Please complete the form below to discover how our clients have found strategic collaborations in Europe

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    Establishing a commercial footprint in Europe is a great approach for companies with global ambition. The European market presents unique challenges, which non-EU companies may not have experienced, so is often seen as a complex environment to enter.

    Although there are challenges to enter the market the rewards are there for companies who understand their markets and utilise European expertise to navigate them, such as Gilead which is now one of the world’s biggest pharma companies.

    Many US and Asian companies enlist local European support to traverse the landscape which combines centralised EU bodies and individual countries, who have their own unique processes for regulation, market access and pricing, to produce a diverse market with individual needs.

    There are many steps to self-commercialisation and they require deep expertise in the European market to execute:

    • Opportunity assessment

    • Go-To-Market model

    • Assess and design launch planning

    • Affiliate establishment

    • Ongoing regional support

    Contact us to understand how we could help you establish your presence in Europe: info@novasecta.com
     
     
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    Research & Development is one of our founding pillars, and one our clients continually ask us to support them with. Our R&D case studies give a sense of the challenges and the questions that really matter to our clients:

    • How can I ensure that R&D supports the business strategy?

    • How can I make R&D more effective?

    • What are the best ways to embed commercial instincts in R&D?

    • How can I change the organisation, processes and culture to realise our potential in R&D?

     
    Our clients rely on us to support them with their greatest challenges and value our experience, industry knowledge and insight in the sector to help them achieve their goals by navigating:

    • Increased regulation

    • Changing physician, payer and patient expectations

    • New technologies

    • Innovative partnering arrangements

     
    R&D Case Studies – Please complete the form below to discover how our clients have found their value in R&D

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