Provision of strategic project management and launch readiness support to the Global Commercial team of a major international pharmaceutical client to support the launch of two new oncology indications.
What was the challenge?
Building on the success of two major oncology brands through their existing regimens, the Client was looking to consolidate and extend their leadership with the launch of two new indications in the gynaecological cancer space. Given the projected timelines for these studies, it became increasingly likely that, if approved, they would be launching in parallel and within an increasingly competitive environment.
The client required strategic project management support to develop the brand and commercialisation strategies, including scenario development and go-to-market preparations, for both new indications. To do this effectively required collaboration with the Commercial and broader cross-functional team, external partners, and Local markets to ensure alignment and the development of a comprehensive and robust commercial approach.
How did we help?
Moorhouse was engaged to work directly with the Global Commercial Leads for two major oncology brands, providing a blend of project management and strategic guidance to help prepare for and execute on plans to launch two new indications. This included:
- Brand strategy planning: Led the central planning, coordination, and development of the brand strategy plans for two new indications, in addition to the overarching tumour strategy. Supported definition of the ambition, strategic direction, and competitive positioning of the brands, as well as collating and articulating the broader situational analysis and specific Global activities and tactics to ensure alignment across all cross-functional teams and support Local execution.
- Commercialisation strategy and approach development: Supported launch readiness preparations through the planning and delivery of key Commercial and broader cross-functional activities to aid scenario development, competitive landscape assessments and positioning, and go-to-market preparations for both new indications. Coordinated cross-functional inputs to all key governance forums and established internal launch readiness processes in conjunction with key markets.
- Team management and execution: Led the implementation of a new operating model aimed at introducing improved ways of working between the Global cross-functional and Local market teams. Established the practical governance structures and processes to encourage effective communication and collaboration and help drive strategy development and execution at both a Global and Local market level.
What was the impact?
Comprehensive brand plans were delivered, alongside the associated situational analysis and operational plans to facilitate Global and local execution. Detailed plans were developed to capture all critical cross-functional activities required to support the development of a robust Commercial strategy and go-to-market approach, whilst their subsequent delivery was coordinated and managed in line with key governance timelines. New structures were introduced to facilitate more effective Global and local market engagement, thereby streamlining strategy development and launch readiness preparations.
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