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Designing and implementing a field force performance development program

DESIGNING AND IMPLEMENTING A FIELD FORCE PERFORMANCE DEVELOPMENT PROGRAM

Case description

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Background & Objectives

  • Global pharma with 10 000+ field force personnel ( Regional Business Managers, sales reprentatives, MSLs, FMAs)
  • Accelerate the development of capabilities in line with marketplace changes
  • Adopt behaviors that lead to performance excellence

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Solution

  • Worked side-by- side with internal stakeholders including sales, medical and market access leadership from top 10 international markets, HR, and panels of first and second line managers in order to define and roll-out a comprehensive, overarching performance development program
  • Described what excellence looks like in day-to-day activities (e.g. targeting, action planning, stakeholder engagement, scientific exchange, team coordination, management, objective setting, people development…)
  • Developed and rolled out a consistent multi-lingual framework to drive excellence
    • Structured coaching
    • Supporting tools and software
  • Orchestrated training and communication
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Key Results

  • Program implemented in more than 40 countries
  • Development of critical capabilities
  • Improved satisfaction of customers concerning interactions
  • Measured employees’ satisfaction

Implementing cross-functional tactical plans at local level

IMPLEMENTING CROSS-FUNCTIONAL TACTICAL PLANS AT LOCAL LEVEL

Case description

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Background & Objectives

  • Global top 10 pharmaceutical company needed to accelerate transition from traditional “silo” approach with individual customers, to an integrated approach with networked stakeholders
  • To provide affiliates with a toolkit to help teams tailor national plans to local realities

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Solution

  • Set up a joint project team involving Global Business Excellence and a cross-functional panel of managers from Affiliates (Marketing, MSL, Field Market Access, Sales)
  • Designed a working protocol and toolkit to translate national strategies into localized cross-functional action plans
  • Defined and respective roles of cross-functional team members in the process
  • Supported pilot teams
  • Defined procedure to monitor execution and maintain plan
  • Adapted protocol based on learnings from pilots
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Key Results

  • Working protocol and templates
  • Alignment of cross-functional teams in executing strategy
  • Integrated tactics addressing the entire stakeholder network

Transforming the way MSLs engage with the stakeholder

TRANSFORMING THE WAY MSLs ENGAGE WITH THE STAKEHOLDERS

Case description

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Background & Objectives

  • Global pharmaceutical company needed to optimize MSL mission and daily operations to enhance delivered value in alignment with strategy
  • Clarify management expectations for the different activities within the scope of the MSL and MSL manager roles
  • Accelerate adoption of new standards

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Solution

  • Established a project team of 8 European MSL managers to align on objectives and key operational levers
  • Defined what excellence looks like for field-based medical activities (including planning, coordination with internal business partners, execution, performance management, recruitment and professional development)
  • Detailed operating standards and performance assessment method for field-based medical activities
  • Consolidated operating standards in a guidebook
  • Created communication and training kits
  • Supported selected pilot affiliates in the implementation of MSL training
  • Guided 6 month post-implementation assessment of progress
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Key Results

  • Clarified working instructions (Operational guidebook)
  • MSL, MSL manager and medical affairs director buy-in
  • Top priority leverage points operationalized and verified by field assessments
  • More productive and valuable MSL-KOL relationships as assessed by customers

Developping MSL capabilities

DEVELOPPING MSL CAPABILITIES

Case description

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Background & Objectives

  • Global pharmaceutical company decided to improve its MSL capabilities in Eastern Europe, Asia, Middle-East, Africa and Latin America to deliver more value to customers and internal business partners. Objectives:
    • Clarify MSL and MSL manager roles and performance standards in mission-critical areas such as for field-based medical planning, cross-functional collaboration, and KOL interactions
    • Drive adoption of new standards across affiliates

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Solution

  • Established a project team incorporating MSL leadership from HQ and from 5 regions comprising 200+ MSLs
  • Secured alignment on objectives and work approach
  • Clarified desired operating standards and performance assessment criteria for MSL organizations within different regions and consolidated a practical reference guidebook
  • Developed communication and training material
  • Supported selected pilot affiliates in the implementation of MSL training
  • Developed content to “Train the trainers” in downstream affiliates
  • Conducted a 6 month post-implementation assessment of progress, and crafted action plans with selected affiliates

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Key Results

  • Clarified expectations for top priority leverage points shared with affiliate MSL organizations (Reference guidebook)
  • Ownership transferred at affiliate level
  • Field assessments operationalized
  • Increasingly valuable MSL-KOL relationships as assessed by via customer feed-back instruments

Enabling field forces to craft local customer engagement strategies and tactics

ENABLING FIELD FORCES TO CRAFT LOCAL CUSTOMER ENGAGEMENT STRATEGIES AND TACTICS

Case description

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Background & Objectives

  • Global pharmaceutical company preparing launch of a new therapy in cardiology.
  • Accelerate product formulary inclusion on local formularies key to realize full revenue potential
  • Provide field teams ( FMA, KAM, Sales, MSL) with insights on stakeholder networks involved in local market access decisions and- guidance to develop localized customer engagement strategies and tactics

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Solution

  • Identified stakeholders who influence on local market access decisions through a diverse range of roles, affiliations and activities
  • Mapped regional/local influence networks
  • Profiled stakeholders against multiple input criteria
  • Discussed influence dynamics with management teams
  • Coached 2 regions in the development of their customer network engagement strategy and tactics
  • Developed planning guidance for other regions
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Key Results

  • Mapped key decision makers and influencers
  • Customer engagement strategy and tactical plan for 2 regions
  • Training material and tools to help local teams develop localized strategies and tactics

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