Collaboration, transparency and aligned communication – how to orchestrate channels, vendors and local teams

Whoever has not gone through the ordeal of group projects (back in the ‘pursuing studies’ years), does not have that painful expertise of making a common idea come to life. However, even the well-known mayhem of group projects is far oversimplified of a model of what pharma companies are facing when trying not only to create, but also to improve the very content creation flow. The need for an ever-present bridge leveraging pharma’s connection with stakeholders is high, but before we discuss the solutions, let us scrutinize the preceding challenge first.

Challenges on your way to smooth collaboration

Imagine people sitting at a spacious table, trying to complete a project. The caveats are: not everyone has access to the same materials, no single timing or performance criteria are established, and everyone is talking either at the same time or with huge delays; some responsible people are not even there. Roughly – that’s exactly what is going on when pharma is trying to coordinate its internal teams and external vendors. Is it efficient to work in such chaotic environment, would companies want to repeat fighting with such obstacles, as if there is not enough of those? Clearly not. If to put the chaos in more professional terms, it would look as follows:

  1. Lack of access to available global content

Marketers are not aware of available content and cannot reuse it, which causes huge investment in new development.

  1. Limited content flexibility

There are no unanimous guidelines and standard for agency ecosystem as well as no clear agency benchmarks for delivering service. As a result – you have no clear pricing policy, difficulties in budgeting and forecasting.

  1. Lack of orchestration within multivendor collaboration

Lack of a development framework and content management system, where agencies and pharma marketers collaborate.

As a result, pharma companies and agencies end up functioning as separate units with no unified standards, benchmarks or platform. What you need is some sort of a trailbreaker in community building and encouraging collaboration and agility in your company. Does it look like breaking silos to you? It is; though, breaking silos itself is not enough. You have to purposefully put all eggs in one basket (merge the workflow into a single platform). Exactly at the overlapping challenges, lies the possibility for a TRANSITION for pharma+agencies tandem.

     From CHALLENGES and CONSTRAINTS:

  • No consolidated workflow
  • No standardized content
  • Demanding budget and time expenditures
  • No single space of communication
  • Difficult to reuse or repurpose content

     To SOLUTIONS and SUSTAINABLE BENEFITS:

  • Clear workflow
  • One standard of content development
  • Cost-effective fast development and localization
  • Unified working environment for discussion
  • Facilitated country onboarding

Breaking the silos is suboptimal

In order to ensure transparency and expand communication, pharma’s team members (be it market access team, marketing team or sales team – and agencies) should be more aware of each other’s contributions to deliver, in the end, the industry’s stakeholders a better experience. It is not enough to eliminate old methods, it is crucial to merge them with new instead. To connect the vertical multilayered units into a single organism, the previous system of content management should be supported to ensure transition to the new one. The solution should be, first and foremost, based on principles of interconnectedness, be flexible and agnostic, ideally – built on top of a platform, which consists of the platforms that are already part of company’s IT ecosystems. In order to be smoothly integrated, the solution should not discard pharma’s previous IT decisions and investments so as a result, ensure the most valuable customer engagement.

Pharma can now produce content cohesively, laying strategic principles for further work inwards and outwards – this is just another definition of orchestration process at a single platform. When starting to explore its orchestration path, pharma companies will first want to experiment with the most adaptive  markets, perspective therapy areas, demanding customer environment. Not only it’s a transformation at different aspect of marketing work, but also it’s transformation at different speeds – some start breaking the silos using pilot arrangements, some are much more proactive in their transition. Lastly, to figure out the balance between external drivers for change and internal pressures, pharma needs to figure out what mix of channels generates the best results and best insight flows. If implemented steadily, the platform should enable your teams to seamlessly communicate customer and market insights across your internal and (if needed) external team units, allowing them to be more productive, better informed and able to set the strategy, execute the tactical plans in order to drive effectiveness.

Agility as collateral benefit

Particular attention should be given to the agile transformation with which such platforms empower various industries. This is the positive collateral side-effect of breaking the silos. Internal teams+external vendors scheme makes the company more flexible and agile. More on the agility itself you can read here, but we want to talk about how it relates with incorporation of digital platforms into the company’s ability to respond to the business challenges.

Across industries, companies often emphasize the importance of agility and speed when implementing digital solutions, especially those that involve multiple organizational units. By moving rapidly, companies can quickly adapt to market changes, including the emergence of new competitors, economic shifts, evolving customer preferences, and the introduction of innovative products (the definition of agility). As pharma has been admitted among the industries reporting the biggest discrepancy between the  actual and ideal shares of employees working in agile ways, it is even more interesting how the situation can be changed by simply implementing a platform for multivendor collaboration.

In recent McKinsey’s report, the agile teams proved excellence, because the unit’s processes are enabled by common shared digital platforms and tools (91%, compared with 54% for non-agile units), and processes are standardized, including the use of a common language and common tools (cited by 90% of agile respondents and just 58 % of non-agile units). What this tells us is that the multivendor solution enhances pharma’s abilities to respond to new market challenges quickly and extensively – across the teams and responsibilities.

In the end, the orchestration platform is about identifying what’s the most effective and useful for each customer, each area and brand. It is also about aligning the messengers’ commercial, marketing and medical message with the stakeholders’ commercial, marketing and medical needs. To discover the wide range of collaboration possibilities this platform offers, do not hesitate to contact our team of experts. 

2017-10-30T08:33:13+00:00 Tuesday, 10 October 2017|