Organisations are facing a patent cliff, healthcare reforms across key markets, and what many are calling an ‘innovation crisis’. All of this means the pressure is on for companies to meet the need for fast-paced development and change.
To adapt to new market dynamics and satisfy investor demands for performance, organisations need to build strong innovation pipelines and operate in a more agile, outward-looking way. It’s not enough to merely boast efficient processes and compliance; there now needs to be a creative, collaborative and commercial mindset in order to remain competitive.
Greater public scrutiny of the environmental, social and ethical impact of pharmaceutical operations is also changing how organisations need to do business. Corporate social responsibility has taken on greater significance than ever before, requiring stakeholders to learn a new set of skills that have traditionally been seen as ‘soft’ or peripheral to the often life-saving work taking place in labs around the world.
At Primeast we believe the key to success for pharmaceutical companies is clear purpose + robust process + complementary behaviours. Over the last 30 years we’ve been working with global organisations to develop these three crucial criteria, focusing on the key areas of leadership, teamwork, and organisational development and change. With trained facilitators across the globe, we deliver bespoke interventions that are specifically targeted to address a company’s unique challenges.
We can help if you need to:
To find out more about how we can prepare your organisation for the future, please contact us.
John Redmond, Nuclear Portfolio Director, Cape plc
Primeast facilitated the creation of a high performance ‘Change Team’ to work on a significant business challenge to support Cape’s continued commitment to organisational success. The design was outstanding as it combined theory and practice; provided on-line resources, experiential activities, testing and challenging provocative thinking. The facilitation skills were exceptional as we explored leadership. There was clearly a golden thread of facilitation, not prescriptive training. The EQi 360 was used effectively and sensitively to support the learning and will form part of the on-going coaching.