加速制药领域的关键任务团队

Learn why these teams matter, why they struggle,and how to help them succeed. By Tracy Thurkow, TJ Kozy, and Pete Hultman Accelerating Mission-Critical Teams in Pharma At a Glance Just 20% of pharma teams generate 60% of a company’s strategic and financial value—yet onlyone in four of those teams reaches its full potential, Bain research finds. Poor mission alignment is the biggest barrier to such teams’ success, according to 71% of One company transformed a struggling program by clarifying a critical team’s mission and High-performing teams are important in every industry, but in pharmaceuticals they are critical. Just 20%of pharmaceutical teams drive 60% of a company’s strategic and financial value, but only one in four Pharmaceutical companies are primarily organized by function, but drug development andcommercialization depend on integrated, cross-functional execution. Mission-critical teams bringtogether experts from across the organization to deliver shared outcomes no single function could achieve The complexity of pharma compounds these challenges. Regulatory requirements, compliance, safety,quality, and cost considerations often compete. As a result, decision making and execution can be slow. Mission-critical teams must overcome these challenges. Companies with strong mission-critical teams start by defining the team’s mission in terms of sharedoutcomes—results no single function could produce alone. This often involves navigating critical trade- That was the challenge faced by a mid-sized pharmaceutical company as it advanced a complex The company quickly assembled a core team, assigning its best available talent. As managers addedmissing capabilities, the team doubled in size. Soon, it began to miss deadlines. Accelerating Mission-Critical Teams in Pharma A root cause assessment, including surveys of team members and executives, revealed the central issue:Leaders had not clearly communicated the shared outcomes expected of that team. Without clarity, theteam struggled to prioritize and make trade-offs. When they asked for guidance, leaders stepped in to Management took three steps in response. First, they brought the full team together to reiterate themission, priority objectives, and shared outcomes. They helped the team focus on three must-win battles,out of dozens of competing priorities. Second, they rapidly identified talent gaps and acquired new talent This helped the company submit its application for the new molecule’s first indication and acceleratedmultiple follow-on indications. Confidence in the team climbed quickly, and the team itself is reenergized Three ways to accelerate mission-critical teams No two companies will approach mission-critical teams in exactly the same way, but three practices Accelerating Mission-Critical Teams in Pharma 1.Clarify the mission.Unclear mission alignment is the biggest barrier to success, according to 71% ofpharma executives recently surveyed(see Figure 2). To operate effectively, teams need to understand: –why they are doing this work—the vision and asset mission; –what they must do to achieve the mission, objectives, and the shared outcomes unique to that –how they will do it—the process, ways of working, structure, and the necessary capabilities and 2.Adjust governance and process to match scale.Small and large companies diverge in importantways on governance and process, our research shows. Small companies are often collaborative andagile. They move fast but can lack the specialized expertise, experience, and resources to deliver their Large firms, with systems and governance designed for scale and repeatability, can be bureaucratic.This slows decisions and hinders team effectiveness. Senior leaders of big companies need to stripaway red tape and help their teams move faster. This often requires a shift in mindset from “it’s the Accelerating Mission-Critical Teams in Pharma 3.Align on what matters.Our research shows that leaders, managers, and team members havedifferent priorities. Team members value shared ownership of outcomes, managers focus on capacity,and leaders prioritize collaboration. The first step is agreeing on the most important problems to The mid-sized company succeeded because its leaders dug into the root causes of the challengesfacing its mission-critical team and gave the team the support it needed. Team leaders communicatedmore effectively and adapted how they managed the team, while team members focused on their Bold ideas. Bold teams. Extraordinary results. Bain & Company is a global consultancy that helps the world’s most ambitious change Across the globe, we work alongside our clients as one team with a shared ambition to achieve extraordinary results,outperform the competition, and redefine industries. We complement our tailored, integrated expertise with a vibrantecosystem of digital innovators to deliver better, faster, and more enduring outcomes. Our 10-year commitment to investmore than