An organisation’s ability to evolve and transform with the external healthcare environment to build new structures, processes, roles and skills is proving key to sustainable growth.
Large and smaller healthcare organisations have been evolving how they operate in recent years in response to the impact of pressures on healthcare budgets, new demands for content and differing engagement from healthcare professionals. Similarly patients are demanding a stronger role in decisions about their care and information about their treatment and disease management.
As a result, many organisations have transformed the way they operate creating leaner, more flexible processes and ways of working, new hybrid roles, digital and analytical solutions, partnerships and more. These transformation initiatives have stimulated new capabilities, creative and practical solutions and often fostered even stronger multi-functional, blended team working. Sometimes its global teams leading transformation projects then requiring strong global to local working to scale global capabilities and assets and adapt to different local healthcare markets.
This category is intended to recognise and commend excellence in the planning, design and implementation of organisational transformation initiatives – large or small scale, across or within different functions. These programmes will have realised measurable benefits for the organisation or team: e.g. removing duplication, creating efficiencies of scale, building new capabilities, creating new roles and ways of working oriented around the customer or patient.
Successful organisational transformation programmes also need to show strong internal engagement, communication and sensitivity for the impact on internal roles and working relationships.
Entries are invited from any pharmaceutical/life sciences companies or trade associations (or via their support agencies) that have had defined transformation programmes in areas such as but not exclusively:
- Medical affairs excellence
- Customer, key account management and customer service
- Digital, omnichannel and analytical teams
- Innovation or strategy teams
- Marketing and market access teams
- Product-related services
- Professional/corporate relations
- Training departments.
Below is where the judges will be focusing their analysis and how they will score your entry. Write your entries accordingly.
JUDGING CRITERIA
Executive Summary – 200 words (not scored) If you are nominated for an award, PMGroup may publish extracts from this summary, so ensure that it contains no confidential or sensitive information. No other part of your entry will be reproduced and the main content of your entry will remain confidential at all times. Rationale for the transformation objectives established (20) - 300 words- Clear diagnosis of the internal need for change and the external driving changes and challenges in the healthcare environment
- Vision of success for the transformation in both the short and long term
- Definition of the desired organisational benefits and/or future for the business
- Demonstrate your specific transformation objectives for the various stakeholders
- Option development
- Option selection with rationale for choosing this one
- Clear description of the planning and design process
- Description of any internal barriers or challenges are to be addressed
- Evidence of how you created or developed a step wise approach to organisational transformation
- Development of a mindset of belief in the changes required
- Evidence of how the change has been embedded into normal business practice
- Evidence that the desired outcomes and benefits were realised
- Evidence of engagement to address barriers and challenges identified with any flex in the plan needed
- Demonstrate how metrics have been applied to manage and measure the success of the transformation or change
- Evidence of how the change will be further accelerated or continued in the future
- Evidence of how knowledge and skills gained will inform and shape future initiatives
- Evidence of enhanced business performance based on objective feedback or data
- Evidence of engagement and positive supportive statements from relevant internal and external stakeholders
- Evidence of the desired organisational benefits and/or future for the business
