SEE OUR NEW WHITEPAPER: Transforming to succeed
Make market access a competitive advantage in the changing life sciences landscape More
Transforming to succeed: parts one and two
Discussion of pressing market access issues Watch
Innovative strategies, revamped structures and new operating models launched in service of creating the value-based, customer-centric organization of the future will succeed only when accompanied by a sound human capital plan. Ian Wilcox
Vice president and managing director, global life sciences
Transformation in the life sciences industry: the key role of human capital solutions
Clearly the changes taking place in the life science industry over the past few years have not been the usual market adjustments; they are fundamental--and could require a true “mindset change” for those who will eventually succeed. Consider that the emerging business model is now focusing on:
- providing value added solutions vs. sale of new products
- developing strong client relations/health outcomes vs. product development/marketing
- fostering an approach to R&D that is matrixed/market-driven vs. “top-down”/chemistry-driven
- promoting product development excellence vs. technical excellence.
- establishing selling relationships through a very different, focused sales force that collaborates both internally and externally vs. deploying a traditional large/siloed sales force
The Hay Group global life sciences advantage
Strategies and their accompanying models work best when organizations take the fullest advantage of the bottom line of this effort: the vital human capital initiatives that are at the core of any successful transformation.
We help organizations work by providing insight into how individuals, skills and jobs connect to strategic goals. We use that connection to transform business strategies into organizational solutions—with a strong focus on leadership development.
We utilize a global core of life sciences consultants with multi-disciplinary skills, backed by subject-matter experts who provide exceptional depth in key areas along with insights and expertise gained in their work outside the life sciences arena. Our local market presence allows us to work with our clients on the ground, while keeping an eye on the global perspective.
Our industry clients include all of the 10 largest companies in the Scrip Top 100 and 37 of the 50 largest in the Scrip Top 100. In addition we work with numerous midcap and generic companies, along with start-ups and medical device manufacturers.
For more information
Please contact Doran Twer, global life sciences, Hay Group. (email@example.com)
2014 Hay Group Pharmaceutical Sales Force Effectiveness Study
Check back soon for details on content, participation requirements and cost for this upcoming 2014 study of trends in the pharmaceutical sales function. Or direct your inquiry at any time to HayRxSFE@haygroup.com
Hay Group authored articles
Click here to read our article published in the January 2013 issue of Life Science Leader, Enhancing Your Ability To Innovate: A Pharma M&A Playbook.
Click here to read our article published in the November 2012 issue of Pharmaceutical Compliance Monitor, Dangerous Liaisons: How to keep Intangible Assets from becoming M&A Liabilities.
Click here to read our article published in the July 2012 issue of Pharmaceutical Compliance Monitor, Creating an Ethical Culture: A CEO’s Checklist.
Click here to read our article published in the March 2012 issue of Life Sciences Leader, What's eating big Pharma Innovators?
Click here to read our article published in the February 2012 issue of Pharmaceutical Executive, Sales Force Survey: Still too much business as usual?
Click here to read our article published in the June 2011 issue of Life Science Leader, Leadership: The Critical Element in Mid-Cap Growth.
Click here to read our article published in the March 2011 issue of Pharmaceutical Executive, Creating Customer Value: New Horizons on the Managed Markets Journey.
Click here to read our article published in the November 2011 issue of Pharmaceutical Executive, Leadership: The Neglected Competitive Asset.