External marketplace forces encouraged a leading global specialty pharmaceutical company to evaluate its US Market Access strategy and organizational structure. Internally, the organization was preparing for a series of product launches and new indications. The primary goal was to accelerate access for groundbreaking therapies and to enhance the customer experience.

Through WLH thought partnership, senior leaders evaluated options and decided to create a regional structure that would be more responsive to healthcare ecosystem dynamics. To ensure account executives effectively drove results with larger organized customers, the client expressed a need to develop a streamlined business planning process. At the same time, it was determined that account executive competencies needed to be redefined to reflect the business acumen, planning, relationship management, execution excellence, and account management skills that were required to drive results.

Approach and Deliverables

This project included various work streams related to senior team alignment, stakeholder engagement, human capital strategy implications, competency model development, communications planning, and learning curriculum redesigns to close group and individual gaps. WLH was also instrumental in the design and facilitation of a national market access meeting where employees were given the opportunity to operationalize the approach while jump-starting newly configured teams. Throughout the project, enabling functions were involved to further understand implications and make changes to support the overall strategic vision.

Results

WLH worked closely with the leadership team and field leaders to ensure they were ready to translate the strategic vision and execute the change. WLH provided counsel and support for the following:

  • Created the organizational design and identified the coordinating mechanisms across functions
  • Developed a business and account planning process to ensure strategic account executives were able to rapidly identify opportunities and ecosystem interconnections; provided extensive profile guides for three channels – Payers, Integrated Delivery Networks (IDNs), and Medicaid accounts
  • Designed an account transition process and supporting tools to ensure seamless customer transition and continuity
  • Leveraged “The 5C’s of Transition Leadership® framework which provided a structured approach to help leaders improve their change agility capabilities and more effectively lead others through transition
  • Created leader-led Jump Start workshops for new directors to conduct with their teams. This focused on adapting to change, building high performing teams, transitioning accounts, and developing business and account plans
  • Developed competency models and assessments for each of the functional groups within the Market Access organization, all of which were used to identify transition learning gaps and to ensure development plans were in place for all individuals
  • Partnered with Human Resources to ensure the Human Capital Strategy was aligned with the new strategic direction. Deliverables included revised role descriptions, competency-based interview guides, and supporting materials to clarify HR policies related to the organizational redesign

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Author:
Dario Priolo

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