![]() Once they have tested options and learned in this way, they may be ready to scale agile across the company-or in a few specific areas.Ī leading biotech company provides a useful template on how to use agile to break down silos. We recommend an approach that allows companies to begin applying agile principles through pilots-which we call lighthouses-so that managers can learn how to develop an agile methodology within their specific context. It should go without saying that one-size-fits-all approaches ought to be viewed with skepticism. Do they need to commit to a particular methodology? Do they need to hire lots of agile coaches right away? If they start with pilots, should the pilots be set up off to the side and isolated from the core business, or should the agile teams be part of the core business? The concept seems straightforward, but executives face some real challenges when they consider how to apply agile to an entire operating model. Agile provides biopharma companies with an innovative and potentially highly effective approach to the industry’s many challenges. ![]() Some biopharma companies that have embraced agile have seen impressive results, such as faster product development, more rapid promotional program creation and launch, and significant improvement in employee engagement. Teams are given clear mandates and the autonomy to decide how best to accomplish the work. Companies create cross-functional teams that are small enough to collaborate closely but large enough to include the necessary cross-functional skills to execute successfully. Agile is iterative, empirical, cross-functional, focused, and continually improving. Many versions have been developed, but at its heart, agile is a set of beliefs. Our clients are also seeing how agile approaches can improve customer focus and employee engagement while enhancing the efficiency of their operating models. We believe that an agile cross-functional approach can play a relevant role: it can help biopharma companies address the external challenges, and it can reduce the negative impact of their internal siloes.Īgile ways of working are gaining traction in one industry after another as companies realize that organizing around cross-functional teams and replacing protracted projects with short, iterative sprints can break down silos. Many of our biopharma clients tell us that silos present intractable obstacles in their companies when cross-functional solutions need to be developed quickly. Even if the committee eventually develops an effective solution, the process is cumbersome and slow. Conflicting priorities and concerns require resolution. The goal-a companywide solution-gets lost or at least obscured. A typical approach today would be to form a committee-with, perhaps, several subcommittees-to study the problem and develop a spectrum of solutions: deliberations, which get off to a quick start, soon slow as each committee member considers the impact of various options on his or her area of the company. To respond effectively, the company needs to bring together the best thinking across functions, including, for example, regulatory, government affairs, regional management, and medical expertise. Technology, Media, and TelecommunicationsĬonsider the case of a company’s potential blockbuster product whose prospects have suddenly faltered because of an unanticipated change in regulatory policy.
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