Case Study,
Pharma Sector
MedPharmCo is a renowned player in the pharmaceutical industry, with a presence stretching back more than half a century.
Its operations include the manufacturing and distribution of a wide range of pharmaceutical products, from everyday over-the-counter medications to specialized life-saving drugs. Having grown primarily through a series of acquisitions,
MedPharmCo’s portfolio comprises of dozens of disparate entities operating globally.
goodbye
Legacy Systems
The company’s explosive growth had resulted in a patchwork of differing operating procedures, cultures, and technologies across its various entities.
The entities continued to function in silos, each with its own legacy systems and processes, leading to redundancies and inefficiencies. Further, the lack of standardized procedures meant that the company was not leveraging its scale and was facing challenges in managing its complex, sprawling operations.
Another factor compounding these issues was the regulatory landscape. Being in the pharmaceutical industry, MedPharmCo needed to navigate a complex web of laws and regulations, which varied across different jurisdictions. Ensuring compliance across the organization was a significant challenge due to the lack of standardization and centralized oversight.
- Legacy Systems
- Business Inertia
- Business Rigidity
- Significant Waste (32% of cost of operations)
- Productivity lower than the UK average by 20%
- Compliance Cost more than 21% of the revenue
IBIS Consultancy established a dedicated TMO
The TMO was designed to be the central coordinating body that would oversee the entire transformation process, from defining the strategy and vision to coordinating with various divisions and managing the change.
The TMO was also expected to ensure that the transformation would not disrupt the organization’s day-to-day operations or negatively impact the high standards of quality and safety that MedPharmCo was known for.
TMO Led by IBIS Consultancy
The role of the Transformation Management Office (TMO) at MedPharmCo was both comprehensive and multifaceted. It was designed to lead the entire transformation process and ensure that it aligns with the company’s strategic goals.
Strategic Planning:
This entailed conducting an in-depth analysis of the company's current operational procedures, identifying bottlenecks and inefficiencies, and setting clear goals for the transformation.
They laid out a detailed roadmap that included timelines, key milestones, and assigned responsibilities for each stage of the transformation.
Project Management
The TMO played the role of a project management hub, coordinating the execution of different tasks across the various departments and entities of MedPharmCo.
This involved establishing effective communication channels, managing dependencies between different tasks, resolving conflicts, and ensuring the transformation activities were proceeding on schedule.
Change Management
The TMO was responsible for managing the human aspect of the transformation. This included preparing the organization for the changes through communication campaigns, providing training and support to staff members, and addressing resistance to change. They also established feedback mechanisms to address queries and concerns from the employees and integrated lessons learned into the ongoing process.
Standardisation and Integration
The TMO's role included developing and implementing standardized procedures and processes across the organization. This involved working closely with various operational units, understanding their current procedures, identifying best practices, and developing standardized SOPs.
Standardisation and Integration
The TMO oversaw the selection and implementation of new technology systems designed to facilitate integrated operations, improve efficiency, and support data-driven decision-making. This included the implementation of an enterprise resource planning (ERP) system.
Monitoring and Evolution
The TMO was responsible for tracking the progress of the transformation, using a variety of key performance indicators (KPIs) to assess the impact on operational efficiency, cost savings, productivity, and compliance. This allowed them to identify areas of success and areas that needed improvement, making course corrections as needed.
Stakeholder Engagement
The TMO played a vital role in ensuring regular and transparent communication with all stakeholders, including employees, leadership, board members, and investors. They made sure that everyone was kept informed about the progress of the transformation, fostering a sense of inclusivity and shared ownership in the transformation process.
Outcomes
The establishment of the TMO significantly improved the efficiency and effectiveness of MedPharmCo’s operations.
The organization was able to reduce redundancies, streamline operations, improve regulatory compliance, and foster a culture of continuous improvement.
The TMO’s efforts led to
Key Achievements
25%
Reduction in Operational Costs
30%
Increase in Productivity
40%
Improvement in the organisation's Compliance Score
15%
Reduction in Waste (7Ws)
Another Success Story
The case of MedPharmCo serves as an excellent example of how IBIS Consultancy assisted one of its major clients in the pharmaceutical field by establishing a Transformation Management Office.
This initiative effectively steered a large-scale transformation within the industry. The case underscores the necessity for a dedicated team to manage the transformation process. It also emphasizes the importance of clearly communicating the vision, coordinating efforts, effectively managing change, and monitoring and evaluating the outcomes
Consultancy Team
4.9/5
Omar AlFarouk
Pharmacy Consultant
20 years experience
Client Feedback from the Case Study
"The Transformation Management Office (TMO) services provided by IBIS Consultancy were invaluable during our company-wide transformation process. Their team played a pivotal role in identifying areas for improvement, establishing standardized procedures, and ensuring smooth integration across all our departments. Their professionalism and dedication truly set them apart."
Theo James
"IBIS Consultancy's TMO services were instrumental in driving our organization's large-scale transformation. Their meticulous planning, structured implementation, and rigorous monitoring have resulted in significant improvements in our operational efficiency and regulatory compliance. Their team's expertise in change management was particularly impressive."
Emilia Munro
"We highly recommend IBIS Consultancy's TMO services. Their team played a pivotal role in steering our transformation, overcoming hurdles, and ensuring a smooth transition. Their commitment to maintaining regular and transparent communication with all stakeholders was truly commendable."
Branden Griffiths
we’re here to all your questions
Should you have any further inquiries or require additional information, please do not hesitate to reach out to us at your earliest convenience.
How long did it take to complete this project?
Year 1:
Month 1-3: Strategic Planning
- Conduct analysis of current operations
- Identify inefficiencies and bottlenecks
- Develop transformation strategy and goals
Month 2-4: Stakeholder Engagement
- Begin regular communications with stakeholders
- Keep stakeholders informed throughout the process
Month 3-6: Development of Standardized Procedures
- Work with operational units to understand current procedures
- Develop standardized SOPs
Month 4-9: Technology Selection
- Identify necessary technology systems
- Begin selection and procurement process
Year 2:
Month 1-12: Technology Implementation
- Implement selected technology systems, such as ERP
Month 4-12: Change Management
- Prepare organization for upcoming changes
- Implement communication campaigns and training programs
Month 6-12: Compliance Checks
- Ensure new procedures and systems comply with regulations
Year 3:
Month 1-6: Integration of Operations
- Integrate operations across different units
- Implement standardized procedures
Month 6-12: Monitoring and Evaluation
- Monitor progress of transformation
- Evaluate impact using KPIs
Should we expect to experience business disruptions during the transformation process?
Indeed, disruptions to business operations can occur due to the transition process. However, our consultants are well-acquainted with these potential disruptions. We assess and manage the readiness levels of employees and benefits owners both before and after the transition. We also manage attitudes, perceptions, beliefs, and values. Without effectively managing stakeholder perceptions, attitudes, values, beliefs, and norms prior to the transition, achieving a smooth transformation would be impossible.
We deploy business continuity management and risk management systems to ensure a smooth transition. Furthermore, our effective stakeholder engagement tools and methodologies help us to be proactive and manage issues before they occur.
Why should an organization consider setting up a TMO?
Setting up a TMO can help organizations ensure that their transformation initiatives are well-coordinated, strategically aligned, and effectively implemented. It serves as a central hub for managing change and tracking progress, making the transformation process more organized and efficient.
Does setting up a TMO guarantee a successful transformation?
While a TMO significantly increases the likelihood of a successful transformation, it doesn’t guarantee success. The success of a transformation also depends on factors such as the organization’s readiness for change, the quality of the transformation strategy, and external factors like market conditions.
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