World Monitor Magazine April 2017 - Page 120

additional content Operating levers An organization must develop a series of operating model levers for the critical teams in order to profitably deploy them. These levers should also be the building blocks for a pharmaceutical company's new operating model: • Strategy must be explicitly spelled out and coherent across the critical teams, and aligned closely with business objectives that are regularly validated against shifting requirements and regulations in the industry. Stakeholders should know about the strategy too, and buy into it. Organizations must develop operating model levers — from strategy to culture and skills — for critical teams to profitably deploy them. • Organizational structure should be built around clear roles and responsibilities, globally and locally, that leverage functional expertise across the organization. Noncore activities can be outsourced to improve efficiency, and the organizational structure can be linked to business needs while providing room for mobility and innovation among the ranks. Mobility across the critical teams should be encouraged to inspire the development of creative ideas that can improve and expand on the benefits that each of the critical teams' subteams can bring to critical team capabilities. • Process, systems, and tools emphasize tracking the progress of critical teams in achieving specific strategy goals focused on demonstrating value, quality, and compliance in a cross-functional environment. Relevant IT systems are vital to support and enhance 116 world monitor (a) knowledge sharing across local and global teams; (b) customer- centric services to meet needs of key stakeholders and to demonstrate patient and economic outcomes; (c) transparent interactions with stakeholders; and (d) efficiency gains. Measuring the contribution of critical teams to the business can be difficult because the work these units do cannot be directly linked to sales. Nevertheless, key metrics need to be defined to measure progress against objectives. As digitization becomes increasingly important in the pharmaceutical industry, critical teams must be early adopters of technology. • Skills and culture address awareness of external stakeholder needs and combine it with business acumen and strategic insight to deliver value to customers, suppliers, patients, and providers. Well-developed on- boarding and training programs are necessary to improve the performance of proactive, motivated individuals — in short, problem solvers, not blamers — who are inspired to work in critical teams. A critical team must be driven by the desire to adopt innovation and facilitate it across the organization to enable patient-centric products and services. Insight from the regulatory affairs teams should shape R&D and marketing plans. The roles that the individual operating levers play in each of the subteams vary depending on the organization's needs. But in all cases the purpose of implementing these levers is to enable critical teams to improve organizational insight and responses to payor, regulatory, and competitive challenges. In other words, the levers position and enable the critical team to perform its necessary role as the fulcrum of the company's transformed operating model. Strategy& has created a maturity model that explains how each of the operating levers can best support the development and cultivation of each of the subteams. Subteam: Regulatory a