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SNAPSHOT
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When a company changes strategies, culture and behavior changes must follow. For a pharmaceutical company this meant assessing and coaching key managers, clarifying process ownership and enhancing teamwork.
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Shaping a Licensing Culture and Process
Patents
on chemical compounds, research and technologies are staples of
competitive advantage in pharmaceuticals. Yet, globalization and
pricing pressures have forced major pharmaceutical companies to
alter long-standing business models and strategies. The emphasis
has shifted from internal innovation-only to more licensing and
co-promote agreements. The shift in strategy requires a transformation
in culture and behavior.
A new Vice President of Licensing and Development (L&D) for
a pharmaceutical company engaged Innolect Associates to achieve
Clarity,
Capability
and Connectivity
regarding structure, talent, behaviors and performance measures.
With Innolect’s assistance, the VP implemented a change initiative
in three phases:
Phase I – Build Talent Capability: Innolect Associates performed
a “360”-degree analysis of L&D directors and direct reports,
and created individual development plans. In addition:
- Innolect coaches were engaged to accelerate adaptation of new leadership and management skills.
- Innolect designed and implemented customized “capability continuums” which helped the division become self-sufficient in performance measurement.
Phase II – Define Core Processes: There was poor coordination between various company divisions and functional groups. The “newness” of the L&D division and differing perceptions of its “charge” added further complication.
- Innolect
Associates designed and facilitated a teambuilding offsite that
clarified process accountability.
- “Quick Cycle” meetings were implemented to improve workflow, socio-technical, cost-benefit and other process analyses.
Phase III – On-Demand Interventions: Over
time, the L&D Directors and direct reports desired periodic
boosts to capabilities. Innolect Associates provided on-demand coaching
and facilitation when conflicts arose over process ownership, and
strategies.
Results. The L&D Vice President reported that the positive
impact of aligning L&D managers and improving cross-functional
teamwork was“immeasurable.” L&D became critical to growth of
company revenues.
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