The director of one of a life science company’s business units was hoping to reduce the size and complexity of his division’s business plan. As the initiative’s deadline approached, it became clear that he needed help gathering, synthesizing, and then paring down tactics and budgets…
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24 Case Studies Found:
Preparing For a Major R&D Transformation
The head of R&D at a F500 pharmaceutical company was preparing for a major transformation aimed at using new technologies to drive more efficient decisions throughout the drug development process. McKinsey was helping her develop top-line strategies. But the project had already been organized into…
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Product Pipeline Assessment
A global life science company needed needed a fresh look at the competitiveness of its US portfolio with respect to current products and the five-year pipeline. Lacking the internal resources to complete the project—and hoping to avoid the heavy footprint of a traditional consulting firm—the…
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Strategic Project Management
In an effort to overhaul its quality assessment system, a F500 life science company had assembled a working group of high-level execs and experts. Without a Project Management Office to guide them, however, the project’s leaders were worried about their ability to stay organized. They…
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Overseeing a Big Relocation
A global Life Science company was relocating after a split. The head of business operations needed help coordinating 12 different workstreams related to the move, including office stacking, food service, IT, infrastructure, and more… at 4 different offices across the country. Independent consultants excel on…
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Hematology Market Planning
The dynamic culture at this biotech company creates opportunities for employees as they rotate responsibilities and projects. It also creates opportunities for the external consultants the company relies on to supplement internal teams and minimize disruptions to productivity. In one recent example, the company’s Market…
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Biopharma Product Launch Support
As the launch date for a major new drug drew near, this global biopharma company found its team overstretched and under-resourced. Rather than postpone the launch, they contacted Business Talent Group to get the project back on track. Our McKinsey-trained product launch expert supported the…
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Reprioritizing Pharma Projects
The Project Management Office at a global pharma company’s North American division was struggling to keep up with the hundreds of initiatives it coordinated across the business. Hoping to restructure reporting practices and reprioritize the work, the head of corporate strategy turned to Business Talent…
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Centralizing Operational Excellence
A global pharmaceutical company’s internal consulting group took responsibility for enterprise-wide transformation initiatives that had previously been handled by external firms. The group’s VP knew he could reduce consulting spend and drive change at the company, but he was struggling to manage an uneven and…
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Implementing Range-Based Forecasting
A F500 pharma company’s pricing group was moving from point to range based forecasting. As the team began to update their models, they realized they needed an expert to validate plans and processes. Previously, the team relied on a complicated Excel spreadsheet to predict annual…
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Addressing Complexity in R&D Contracting
As a global pharma company grew, so too did the complexity of its R&D contracting needs. Demand from R&D was straining current processes, and internal teams were struggling to avoid delays while managing multiple stakeholders and fulfilling all process requirements. Internal work had identified several…
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Indication Prioritization
The VP of Global Marketing at a F200 pharma company was reviewing a promising drug about to enter Phase II of R&D. The company’s lean team had already completed a broad indication assessment, but they needed help preparing a more detailed opportunity assessment that leveraged…
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Accelerating an Oncology Drug Launch
A F300 pharma company was preparing to launch a new oncology drug. But its understaffed pricing and market access group was struggling to create global access plans and strategies. Expecting accelerated regulatory approvals in the US and Europe, the company’s Director of Global Pricing turned…
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Assessing a Digital Wellness App
The VP of Business Development at an F200 health company was struggling with pricing pressures following the commoditization of a key product. The strategy leader for the product’s division wanted to explore adjacent growth opportunities. In particular, he wondered if a self-management platform for patients…
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Accelerating a Go-to-Market Strategy
The head of global marketing at a Fortune 100 life science company faced gaps in his team’s capabilities after an enterprise-wide reorganization. As he prepared to re-launch a product within its core clinical market, it became clear that he couldn’t wait to make full-time hires…
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Oncology Market Access Support
The lean market access group at a global pharma company was preparing to launch a recently acquired pipeline oncology asset. Yet they were struggling to coordinate US payer marketing activities. Looking for additional expertise in oncology market access, they turned to Business Talent Group. Our…
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IDN Engagment Strategies
A biopharma company was building a value-based partnership program to deepen customer engagement and ensure closer alignment with patient strategies. The head of value marketing reached out to Business Talent Group for help creating an engagement strategy for integrated delivery networks (IDNs) for one of…
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Assessing an Acquisition’s Market Access Potential
A multi-million-dollar pharmaceutical company was in talks to acquire an orphan drug manufacturer with a pipeline asset that was about to launch in Europe. The company’s corporate development team was focused on the deal’s financials, but they lacked the expertise to assess the access potential…
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Digital Health Data Strategy
The director of digital health at a F200 pharma company was developing a new patient adherence device. The goal: to use real-time usage data to improve care and enhance the patient experience. Yet the team was having difficulty determining what information to collect—and developing a…
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Multi-channel Marketing
The mature brands division at a F200 pharma company was struggling to understand how the digital marketing approvals process varied across Europe. The marketing group was too busy creating plans and materials to assemble a comprehensive view. The head of digital marketing turned to Business…
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Building a Direct-to-Consumer Sales Channel
The transformation group at a F200 pharma company was piloting a direct-to-consumer channel for a dozen of its mature brands. The strategy was set. To keep up with an aggressive execution schedule, however, the group turned to Business Talent Group for program management support. Business…
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Reassessing the Generics Strategy
The head of strategy at an animal health company was facilitating a global strategy refresh. She knew it would be critical to reassess the company’s strategic focus for generics, but the GM of the relevant business unit was too busy managing two global businesses to…
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Biopharma Marketing Support
The European-based internal consulting group at a global biopharma giant was building out its U.S. team. Hoping to respond quickly to the needs of his internal stakeholders, the group’s leader turned to Business Talent Group to increase capacity without waiting on full-time hires. We supported…
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Oncology Assessment for Biosimilar In-licensing
The head of marketing for a biopharma company’s biosimilars business unit was struggling to size two oncology in-licensing opportunities in the U.S. and Europe. Looking for an informed assessment—and a broader picture of biosimilar developments in the oncology market—she turned to Business Talent Group. Our…