STRATEGY DEVELOPMENT AND EXECUTION
Strategy Development and Execution
ADAPTABILITY AND
EFFECTIVE STRATEGY
Emergence of new internal and external technologies, competition, regulatory and economic constraints, industrial processes, human aspects. Faced with the growing number of challenges, Life Sciences companies must constantly adapt to develop an effective strategy coupled with efficient implementation.
An effective strategy combined with an adapted execution approach
Companies in the Life Sciences sector are transforming themselves in ever shorter cycles in order to adapt to the constant changes in their competitive, regulatory and geopolitical environment. While large groups in the sector rely on strong internal know-how and resources, but sometimes lack agility, emerging biotech companies or small companies in the pre-commercialization phase are competing fiercely. They must change their development, industrialization and market access paradigms. Therefore, the transformation of these companies at key moments of their development requires :
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A clear and shared vision of the company's mission.
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A relevant strategy and agility, able to integrate opportunities or disruptive changes.
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An efficient and collaborative implementation of the strategy over time.
There are many examples of inefficient deployment of strategies, even though they were well developed, because they were not based on an implementation process that was as well thought out as the strategy itself. Thus, the elaboration of the strategy supporting the development of the company is one of the founding elements leading to the constitution of the management team, its spirit and the modes of collaboration which will determine in large part the efficiency in the management of the company.
The challenge is therefore twofold: an effective strategy and an adapted and efficient implementation approach. Taking these two elements into account throughout the program, the modes of collaboration and the consideration of human aspects will be the keys to success. The company strategy and its implementation will have to integrate multiple issues in a dynamic way:
• The technologies available internally and externally
• The competitive environment - Regulatory and economic constraints
• Industrialization and distribution capacities to patients
• Human resources to be mobilized, both in terms of skills and capacity
ANALYZE YOUR ENVIRONMENT TO DEFINE YOUR GLOBAL STRATEGY
The specificities of the healthcare world, professional expertise and market evolutions require the companies to get a precise strategic analysis and a holistic understanding of the challenges, a good evaluation of its own capacities and potential, its environment and objectives.
This exercise can be done in the following way:
• Definition of the global strategy, according to the current and future positioning, in line with the vision
• Declination into sectorial and organizational means of action
• Implementation of the strategy in tactical and operational elements
Profiling defines business needs and clear, shared objectives, as well as the strategy with the highest probability of success.
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Profiling is a structured methodology for establishing clear business needs shared by stakeholders, accepted objectives, and the most appropriate and effective strategy and implementation plan. The strength of the approach lies in its methodological approach, listening to customers and internal stakeholders, establishing possible alternatives, selection criteria and accepted risk levels, and a recommended strategy.
Our profiling methodology
Profiling can be implemented in all areas, whether business, industrial or transformation, but also across the entire value chain, and that is where its effectiveness lies. It is also adapted and applicable to any size of company, from start-ups to large groups.
Profiling is also an approach that takes into account evolutions and uncertainties. Information monitoring, not only in the field under consideration but also in everything that concerns the environment and the context, is a key element to be implemented permanently, in order to understand and anticipate what awaits the strategy and its execution, in all the stakeholders of the project and outside.
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« Profiling » offer
A HIGHLY EVOLVING AND
UNCERTAIN ENVIRONMENT
The days when business strategies and their implementation were carried out in controlled, stable and predictable environments are over. Contexts have become intrinsically much more complex and constantly changing. Whatever the field, services or products manufactured in the Life Sciences, scientific, technological and communication advances create massive and rapid innovation flows that must be taken into account with agility and reactivity. Cultural, political, legal and geographical environments are changing and create uncertainty that must be considered in risk management.
A strategy is an established perspective supporting clear objectives. The dynamics of changing models and the uncertainties of the environment can strongly impact both objectives and strategy. How to approach a new product where energy and transportation represent two thirds of the value? How to succeed in a cultural change project in a post-pandemic period? How to penetrate new, highly competitive markets subject to increasingly restrictive regulations? How can you do better and faster than your competitors? It is all the impact factors that need to be controlled, internally and externally, in order to define a clear strategy with smooth execution.
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Through the consideration of all impact factors, a clear strategy is defined, built for success.
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