Pharmaceutical company

Question​ : ​

Shifts in the economy or changes in law and regulations regularly require companies to switch to new ways of working. Such is the case with a company in the pharmaceutical industry that produces and manufactures medicines and vaccines. To better meet the needs of hospitals, they want to move towards a way of working that is more in line with the doctors in hospitals. For that purpose, a new sales method was developed, which requires employees to use new tools and systems and work together in (new) interdisciplinary teams. Perhaps the biggest change, though, is the mental switch from ‘vendor’ to ‘sparring partner’. Involve was tasked with getting employees on board with this question-driven way of working.

Approach

At the start of this project, the pharmaceutical company is still deep in the definition phase. While the “how and what“ of the new way of working is set, the company is still figuring out ways to implement it. During this phase, we, first and foremost, act as sparring partner for feedback, discussions and ideas. A new way of working is about more just than systematically integrating a new sales method. Think about: What are you really asking of your employees? What does it concretely mean for them, for example, in terms of behaviour? By brainstorming, offering new perspectives, and focusing on the human side of the change, we help organise the content and encourage the company to look differently at what the change requires.

Result

Through a process of co-creation, we developed a set of six interactive training modules. Suitable for everyday practice and concrete enough to be immediately applicable. We believe that people will not let themselves be changed, but – if they want to – are quite capable of changing themselves. Ultimately, employees themselves have to give meaning to the change and act upon in in their daily practice. That is why we do not take over the process, but instead, we make employees part of the change. Therefore, the modules are now delivered by internal staff, making them owners of the process and content, and creating ambassadors for the new approach.

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