Vinder af Konsulentprisen 2009 - DI

Direktøren for forskning og udvikling, Henrik Jacobi, samt
ledergruppen i R&D, besluttede derfor i 2005 at iværksætte
et intensivt organisations- og lederudviklingsforløb.
Summit Consulting A/S blev valgt som ekstern samarbejdspartner.
Et projektteam blev etableret med Henrik
Jacobi, 2 mellemledere samt 5 Summit konsulenter.
Det var magtpåliggende for ALK- Abelló og for ledergruppen,
at projektet ikke måtte blive for abstrakt eller konsulentagtigt,
men konstant afklare og dokumentere sin legitimitet
gennem arbejdet med organisationens konkrete
strategiske og udviklingsmæssige behov.
Projektets hovedelementer – Figur A
Fase I: Analyse og Indsatsområder
Der blev gennemført interviews med 18 nøgle-interessenter
(herunder Marketing, Produktion, datterselskaber:
GB, Norden, Holland, Tyskland, Østrig). De vigtigste temaer
i interviewene blev sammenfattet i et temakatalog,
som blev præsenteret for R&D’s ledergruppe. Interessenterne
efterspurgte en mere forretningsorienteret prioritering
af forskningsindsatsen, mere forretningsforståelse,
kundefokus samt en større imødekommenhed.
Ledergruppen identificerede på baggrund af analysen de 3
vigtigste indsatsområder: Communication, Leadership, og
Business Awareness.
kompetence med funktionsspecifikke adfærd – Figur B
Competence Clinical Product Development Regulatory Affairs Research
Understand customer
needs and market
dynamics
Has a continuous dialouge
with internal customers
which include regulatory
Affairs, Sales & Marketing,
subsidaries, Research, Project
Management ect.
Understand customers
needs – e.g. through
meetings, telephone calls,
e-mails.
It updated on regional and
local legislation relevant for
obtaining and marketing
authorsations and other
product authorisations – e.g.
APSI authorisations
Has a commercial mindset
rather than an acadamic
mindset
Has a continuous dialouge
with external stakeholders
including clinical investigators.
Ivolves customers from the
beginning of the projects
Improves knowlegde on
relevant parts of the regional
and local legislation on
clinical trials
Builds close relationsships
and networks with acadamic
opinion leaders
Aligns expectations with
the other R&D departments
focuses on ”need
to have” rather than ”nice
to have”
Aligns expectations
with customers – therby
differentiating between
”need to have” and ”nice
to have”
Improves both the quantity
and the quality of network
relations to regulatory
authorities
Has close communication
with the Strategic marketing
Aligns expectations with
Sales & Marketing and
subsidiaries – and focuses
on ”need to have” rather
than ”nice to have”
In service-minded and
attentive to satisfyring our
customers
Influences future legislation
and guidelines
Interacts on an operative
level with the sales force in
subsidaries
Promotes the understanding
of business
awareness – e.g. through
training
Is willing to re-prioritize
tasks in aligment with important
customer needs.
Facillitates collaboration –
e.g. with S&M – in order to
improve knowlegde of the
end users needs and how to
meet those needs
Understands the complexity
the sales force experiences
in the market
Understands the market in
which we operate – e.g.
the competitive situation,
product positioning, local
market conditions ect.
Understands stakeholders
(other functional areas – inside
and outside R&D – and
affiliatates) needs and the
background for the needs
expressed
Benchmarks with competitors
products
Understands local market
dynamics (speed, competitors,
challenges and
opportunities ect.) and the
background for these – e.g.
through meetings with
subsidaries and International
Marketing.
Is the preferred partner for
commercial research collaborations
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