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Pharmaceuticals

We have worked in Pharmaceutical institutions for the past 40 years, across pharmaceuticals, medical devices, health and retail/pharmacy.

Leadership for sustainable finance

The pharmaceutical industry must continue to push forwards in 2023 through a complex web of challenges. Having innovated its way through the pandemic, the industry continues to see a rise in global demand, forcing companies to rethink their long-term strategies for sustainability. The product landscape also continues to rapidly evolve, which is likely to exacerbate fragmentation to the sector.

Further, pharmaceutical organisations are not immume from the more generic market challenges such as:

  • Supply chain pressures
  • Tighter and increasing regulatory reviews and standards
  • Talent shortages

These factors are causing pharmaceutical companies to change their strategies, however, they must do so in a way that combines tactical short-term actions with long-term initiatives that tie to a larger, strategic vision. 

We are experts in creating agents of change, cultures of innovation and leaders who thrive when confronted with ambiguity. We have created unique development solutions to suit the needs of our pharmaceutical client portfolio, including Polpharma and Stryker

Working with you
Recent results for pharma and healthcare

Retention of key talent: 53% promotion rate and 90% retention rate following a targeted development programme for high potential talent. 

Culture change: 83% of global employees reported positive changes 12 months after an organisational wide process to create and implement new values.

Talent pipeline development: 100% of participants gained leadership skills they can apply to their day job.

Cross-functional collaboration: higher level of participation in projects, increased innovation, ideas and productivity and greater attention to work quality.

Adaptive leadership: 20% increase in the number of managers who present strategic and developing styles.

Working with you
Recent results for pharma and healthcare

Retention of key talent: 53% promotion rate and 90% retention rate following a targeted development programme for high potential talent. 

Culture change: 83% of global employees reported positive changes 12 months after an organisational wide process to create and implement new values.

Talent pipeline development: 100% of participants gained leadership skills they can apply to their day job.

Cross-functional collaboration: higher level of participation in projects, increased innovation, ideas and productivity and greater attention to work quality.

Adaptive leadership: 20% increase in the number of managers who present strategic and developing styles.