CASE STUDIES - CLIENT VALUE IS CORE

CLIENT CHALLENGE

One division of the client’s R&D unit was responsible for the most innovative part of the client’s product portfolio. The division was accountable for the timely generation of results essential for successful launch and marketing.

Even a single failure would have had an immediate impact on business, but the real situation was far worse. In a period of twelve months, the division had missed every single milestone and timeline – not only once but several times.

METHODOLOGY

Auditing the division with the triple-A assessment method identified a plethora of build-in deficiencies, process constraints and bottlenecks. With top management unwilling to further invest in a perceived resource drain, a two-stage strategy had to be developed.

A firefighting approach focused all available expertise and resources and realigned the division with project plans and deliverables within 3 months. The regained management confidence allowed re-structuring and elimination of investment backlogs, resulting in a high-performance unit within 9 months.

RESULTS AND BENEFITS

3 Months

Fire Fighting Results – Division matching Project Plans

9 Months

Performance Improvement – High-Performance Unit

CLIENT CHALLENGE

The client’s R&D division was consistently failing to match competitor benchmarks in the innovation field. Top management perceived this permanent failure as highly critical for business. Consequently, the R&D division was required to drastically reduce project timelines, matching or exceeding competition in the nearer future.

R&D had implemented a new strategy, but the concept was expected to fail since several units were suspected to unable to operate effectively in a competitive scenario.

METHODOLOGY

A triple-A audit identified a significant number of procedural and organizational threats and weaknesses. Project complexity assumptions were far too optimistic, responsibilities were insufficiently assigned, extreme safety focus impeded project progress and so on.

Several externally monitored and mentored fast track projects established R&D’s confidence in the feasibility of the own strategy. Strategy roll-out to the entire project portfolio resulted in matching benchmarks within 9 months and regained the trust of the management board.

Within 18 months the R&D unit was exceeding competition, delivering value and business advantages.

RESULTS AND BENEFITS

3 Months

Buy-In Management Board

9 Months

Matching Industry Benchmarks

18 Months

Significant Competitive Advantage

CLIENT CHALLENGE

The client, a globally operating company, intended to improve the existing product portfolio by investing in the innovation pipeline. For various reasons, a fully virtual innovation model was chosen.

Since European CROs and CDMOs did not match financial planning, the sourcing department transferred most of the innovation activities to Asia.

Once established, the strategy output was depressing. Quality of services was sub-standard. Timelines were not met. Performance did not match requirements.

METHODOLOGY

As a first firefighting response, a specialized  outsourcing management team was installed and trained on the job. Professional control of outsourcing activities improved the performance significantly within 3 months.

In parallel, a Nearshoring concept was established, using our network of pre-selected Eastern European CROs and CDMOs. Running innovation activities in Eastern Europe increased speed and performance while still matching the company’s financial planning.

RESULTS AND BENEFITS

Performance Increase

25% in 3 Months

Quality and Speed Increase

40% in 9 Months