Life Science Leadership (LSL)
CASE STUDY 1 – Making project management work in a CMO
SITUATION
We were asked to look at the performance of Project Managers (PMs) of the customer account teams in a contract manufacturing company. After some talking it was clear that they had already received a lot of training. The problems were different – their roles were not clear; various functions of the company didn’t come to team meetings; customer needs brought in by the sales guys were sometimes ignored – certainly delayed.
SERVICE
We convinced the company leadership team to define formally what expectations they had of the PMs AND the project system. Also we worked with he PMs to define an ideal customer team operation. We ran sessions across the whole company to describe how they should collaborate – and balance responding promptly to customer needs, with the daily workload of manufacturing and quality.
RESULT
Project-style customer account teams were transformed. A core of essential functional team members was identified for each account. clear expectations of the contribution required were understood. The PMs actually managed to set up meetings that lasted a maximum of one hour (!). Action points were saved into shared spreadsheets so that everyone could access them. READ MORE in a fuller version of this case study.
CASE STUDY 2 – Transforming the performance of a Pharma Sales team
SITUATION
Several of a Pharma company’s UK Regional Sales teams were of concern; Their teams’ performance was way off target. We were asked to work with them. With one in particular, talking to the manager – he was at a loss to know what to do ti improve things. He described several of his team as stellar performers, most mediocre and a few awful. The company at this time was introducing new systems, to identify poor performing reps on a country wide dashboard and task them to improve. None of these had produced any real change.
SERVICE
We facilitated some off-site sessions for his team, and spent many hours listening to everyone’s views and feelings. The manager explained the expectations he had; the team members responded – signalling their willingness to contribute, but also their concerns. Their major request was very obvious – they wanted help and mentoring, not targeting and policing! They made agreements to find time for 1-2-1 coaching sessions with the manager.
RESULT
The change was dramatic. We received a call from the national sales manager saying that regional manager was a ‘changed man’. His team was rising up the national performance rankings. Gripes and complaints had gone away! READ MORE in a fuller version of this case study.
CASE STUDY 3
SITUATION
A need to re-engage staff following a major re-organisation of a global pharmaceutical company into therapeutic business units.
SERVICE
Multi-strand programme to engage staff at all levels in the vision and mission of the TA BU, including a highly interactive process and customer focused improved activities, internal customer service level agreements, partnership behaviours and cross-level information exchanges.
RESULT
Successful and productive TA BU with outstanding employee survey ratings for culture, leadership, satisfaction and involvement.
CASE STUDY 4
SITUATION
Requirement to improve team working and planning to support faster project delivery.
SERVICE
Working with a number of cross-functional teams within a large pharmaceutical company to critically examine project plans and team behaviours to support improved problem solving, team communication (internal and with key stakeholders) and decision making.
RESULT
Faster and more efficient delivery of project goals.