Advancing Processes for Advanced Therapies
MARCH 2020
Goal Anticipate the disruption and opportunity posed by emerging therapies for a pharmaceutical distributor
Role Strategy, Research, and Envisioning Lead
Client Fortune 10 pharmaceutical distributor
Scope 8 months, $1M, 4-person team core consultancy team, 4-person core client stakeholder team
Process of opportunity mapping informed by internal and external to business research.
Business Challenge
Cell and gene therapies (CT/GTs) are transforming disease states where our client historically and currently dominates. CT/GTs also present a chance to lead in an emerging space where no competitor has yet succeeded. How might this leading distributor innovate without threatening its core business?
Project Goals
Understand humans within organization and external to organization and design a compelling and internally viable value proposition that resonates with CT/GT customers.
Create a unique CT/GT value proposition by leveraging and building upon strategic organization assets with a roadmap of how they come together timed for development and customer acceptance.
Approach: Internal and External Design Research
Interviews, workshops with 30+ stakeholders across 12+ business units and multiple global regions.
Research included the planning, design, conducting, and analysis of 20 therapy manufacturers and 30 providers.
Qualtrics and Zoom were used to conduct remote interviews with stimuli and prototypes.
Mapping the future with core and extended client team.
Research Structure and Rationale
ALIGN, LEARN, & MAP ECOSYSTEM
Internal audit, interviews and workshops with 30+ internal, distributed across enterprise stakeholders to secure buy-in and ensure likelihood of recommendations in terms of feasibility.
IDENTIFY GAPS & ENVISION OPPORTUNITIES
External generative and evaluative sessions with CT/GT manufacturers, patient advocates, health systems, payers, and providers to communicate a new solution truly resonant to CT/GT customers while also considering earlier internal failures.
VISION & ROADMAP THE VALUE TO CUSTOMERS
Synthesis of market research, insights, and emerging internal technology to map and assess organizational capabilities, teams, and initiatives needed to deliver on the recommended vision and value prop.
Key Insights from Research
Analysis towards insights: mess before clarity
A low-fidelity Outlook newsletter proved an effective tool for organizational engagement
Final recommendation for business: innovate and lead to become the CT/GT distributor
Research and its insights informed the development of a lighthouse vision and the roadmap to get there
Findings to Organizational Change
These advanced therapies require advanced processes across business units and capabilities.
Patients are part of the supply chain extending traditional distribution coordination into manufacturing impacting the degree of integrated sales, service, and delivery.
A no-backup supply chain entails precision orchestration and execution of services.
For many CT/GTs, there is no backup or inventory if an adverse event occurs.
The CT/GT market is not business or customer as usual.
CT/GTs involve a different customer, with different values than business as usual.
Meet these new customers where they are, not where you are.
Connect to CT/GT customers by connecting what matters to them: orchestrate the relevant data precisely, attentively, reliably
Outcomes
Insights and recommendations incorporated into business website.
IMPACT
Client plans to stand up a new business within organization. New hiring / staffing plan in place to meet customer needs identified through project.
DELVERABLES
Journey maps of CT/GTs: current and ideal
Experiential criteria to establish what a successful and differentiated value prop must deliver.
Roadmap of ideas oriented to a Lighthouse Vision
Lighthouse Vision for for how organization can create and continue to evolve a compelling and viable offering for CT/GTs.