Adapt and Succeed: Helping a New Division Define Itself
When a company is new, it needs help. It needs direction. It needs a game plan. It needs experience-driven policy.
In 2013, one of our new clients had just spun off from its parent company and was running its business on inertia and improvisation. Two of their new departments, Medical Education and Advisory Activity, were in dire need of guidance, so they came to us for aid.
Employees at the time were unfamiliar with the education and advisory space, and their internal teams charged with meeting planning, finance, medical/legal review, compliance, and procurement had not been fleshed out.
They knew FORCE’s reputation, and they wanted us to show the way.
Our primary goal was to develop two playbooks for their employees, one for Medical Education and the other for Advisory Activities. Both were to contain a strategy portion defining what successful avenues would look like and a clear delineation between what determines a medical education activity and what determines an advisory activity. Each playbook would require the therapeutic area’s 1-year annual guidance and a 5-year long-term strategy.
It was also necessary for the playbooks to contain an execution portion defining the actual process of how to deliver a program utilizing all of the client’s internal key players, beginning with the scientific and medical directors and finishing with the project managers where the actual execution takes place.