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Just Other Articles - Strategic Planning - Pitfalls in Implementation
In our strategic planning work, we often work with companies who have tried strategic planning before. Almost inevitably, the companies we meet were disappointed in the results they got before using Simplified Strategic Planning. While some of these disappointments can be attributed to poor strategy or process issues, many - perhaps a third - were disappointed because the plan failed to lead to good implementation of the strategy.
This is a shame, be
This is a shame, be
According to USFDA, a combination product is one composed of any combination of a drug and device; biological product and device; drug and biological product
cause your management team puts some of its best thinking into your strategic plans. Often, the team is quite excited about the vision portrayed by your strategies. So, how is it that strategic plans are so often poorly implemented?
In our experience, there are five main root causes of poor implementation. Some of these are very closely linked to each other - that is, it's common to see pairs of this issue operating in tandem. But, ultimately, each o
In our experience, there are five main root causes of poor implementation. Some of these are very closely linked to each other - that is, it's common to see pairs of this issue operating in tandem. But, ultimately, each o
; or drug, device, and biological product and fixed dose combination would include two or more combinations of drug.
Examples of combination products may in
Examples of combination products may in
f these items, by itself, can torpedo your strategy implementation:
1. The plan is not linked to implementation
2. The implementation lacks follow-through
3. The implementation is given insufficient resources
4. Managers change their objectives too quickly
5. The plan attempts too much too quickly
Let's examine each of these issues, and how to mitigate its negative effects on strategy implementation at your company.
1. The plan is not linked to
1. The plan is not linked to implementation
2. The implementation lacks follow-through
3. The implementation is given insufficient resources
4. Managers change their objectives too quickly
5. The plan attempts too much too quickly
Let's examine each of these issues, and how to mitigate its negative effects on strategy implementation at your company.
1. The plan is not linked to
lude drug-coated devices, drugs packaged with delivery devices in medical kits, and drugs and devices packaged separately but intended to be used together.
implementation
This one is unfortunately, very common. In many cases, the plan's issues can be traced back to a consultant who wanted to sell each step of the implementation as a separate service, but sometimes, it arises from sheer ignorance of the pitfalls of strategic planning. Many people who attempt strategic planning for the first time assume that once the strategies are written down, the organization has a plan. In a sense, this is true - wri
This one is unfortunately, very common. In many cases, the plan's issues can be traced back to a consultant who wanted to sell each step of the implementation as a separate service, but sometimes, it arises from sheer ignorance of the pitfalls of strategic planning. Many people who attempt strategic planning for the first time assume that once the strategies are written down, the organization has a plan. In a sense, this is true - wri
here is enormous increase in the number of combination products entering the market in the recent years. Combination products have proven advantages but fixe
tten strategies are, technically, a plan. Writing your vision down, however, doesn't guarantee that it will come to pass. If it did, we'd all be living in the utopia of the mission statements most of us labored over in the 1980s and 1990s.
The clearest symptom that a plan isn't linked to implementation is an absence of clear, measurable objectives and related action plans that define, at a fairly low level, who is going to do what, when, how much it
The clearest symptom that a plan isn't linked to implementation is an absence of clear, measurable objectives and related action plans that define, at a fairly low level, who is going to do what, when, how much it
d dose combinations are still in the process of convincing regulatory authority on their advantages over the single ingredient formulations.
Combination pro
Combination pro
will cost and when it will happen. Sometimes this happens when the process stops after identifying strategies and goals, and sometimes the objectives are set, but no action plans are created (often because there are just too many objectives).
The simplest remedy for this problem, of course, is to follow a process that drives implementation by progressing beyond strategies and goals to measurable objectives and appropriate strategic-level action plans
The simplest remedy for this problem, of course, is to follow a process that drives implementation by progressing beyond strategies and goals to measurable objectives and appropriate strategic-level action plans
ucts have become life saving products for the pharmaceutical companies who doesn’t have many innovative molecules in their product pipeline and have been inc
. Yes, this takes more time than the cheap and cheerful one- or two-day retreat that a lot of companies seem to like, but it has such a profound impact on the results generated by the plan that it is time well spent.
2. The implementation lacks follow-through
Sometimes, we see companies that do a decent job of linking their strategies to objectives and action plans, but still lose steam in the implementation part of the planning cycle. A lack of fol
2. The implementation lacks follow-through
Sometimes, we see companies that do a decent job of linking their strategies to objectives and action plans, but still lose steam in the implementation part of the planning cycle. A lack of fol
easingly used in the product life cycle management. Even the companies having product patents are trying to extend their product life cycle through the combi
low-through is one of the most common causes of this ''petering out''.
The best indication of poor follow-through is action plans that haven't been updated since the plan was completed, or perhaps a month or two afterwards. The team set up their implementation plans with good intentions, but then dropped the ball as more urgent activities drove strategy implementation out of their minds. This is common because the very best strategies are never urgen
The best indication of poor follow-through is action plans that haven't been updated since the plan was completed, or perhaps a month or two afterwards. The team set up their implementation plans with good intentions, but then dropped the ball as more urgent activities drove strategy implementation out of their minds. This is common because the very best strategies are never urgen
nation products and maximize the revenues. But the companies involved in this practice are overlooking that they are burdening the patients both economically
t - they are undertaken well ahead of time, because time and money can usually be traded off in strategy implementation. Companies that choose to spend time when they have it - even when the strategic initiative is not urgent - are almost always more efficient.
To remedy the lack of follow-through requires commitment from the highest level of the management team. If the owner, president, or CEO insists upon a serious, routine periodic review of progr
To remedy the lack of follow-through requires commitment from the highest level of the management team. If the owner, president, or CEO insists upon a serious, routine periodic review of progr
and physically. They need to rightly judge the benefits of the combination products and they have to even look at the risks involved when combining the produ
ess on strategy implementation, it is highly unlikely that your company will drop the ball. Practically speaking, this means you must keep to the monthly monitoring process that we outline in the Simplified Strategic Planning seminar and manual.
3. The implementation is given insufficient resources
Another way of stating this is ''implementation is given insufficient priority''. It's not uncommon to see, in a company that is relatively strapped for
3. The implementation is given insufficient resources
Another way of stating this is ''implementation is given insufficient priority''. It's not uncommon to see, in a company that is relatively strapped for
ts. Some of the combination products were well accepted by physicians while others suffered. Companies involved in development of combination products are fi
management resources, that action plan step postponement is a heavily used tool in the management team's time management. It is always easier to postpone a strategic action than, say, to hire a new executive.
A common symptom of this issue is action plans where many steps are postponed two or three times before completion. Implementation is still progressing, but at a much slower pace than originally intended.
Fixing this issue isn't always easy. Na
A common symptom of this issue is action plans where many steps are postponed two or three times before completion. Implementation is still progressing, but at a much slower pace than originally intended.
Fixing this issue isn't always easy. Na
ding difficulty in defining their combination products and facing various challenges from selecting a combination to marketing it.
Following aspects would a
Following aspects would a
turally, if you have the money, adding horsepower to your management team can help. Giving executives clear priorities, especially about the relationship between their routine operational responsibilities and strategic responsibilities, can also help. Finally, be aware that this issue may actually be issue number 5 (the plan attempts too much too quickly) in disguise. It's difficult, if not impossible, to distinguish between trying to do too much and
dd to the challenges in developing combination products:
Which markets to tap where the combination products can do fairly well?
Which combination prod
Which markets to tap where the combination products can do fairly well?
Which combination prod
having too little to do it with, because they are essentially two ends of the same stick.
4. Managers change their objectives too quickly
In some companies, the main strategy implementation amounts to a kind of corporate ''short attention span''. Many of these companies don't make much headway in their strategy implementation because they are never heading in one direction long enough for the strategy to pick up steam.
A common symptom of this impl
4. Managers change their objectives too quickly
In some companies, the main strategy implementation amounts to a kind of corporate ''short attention span''. Many of these companies don't make much headway in their strategy implementation because they are never heading in one direction long enough for the strategy to pick up steam.
A common symptom of this impl
cts are meaningful and rational?
Which therapeutic categories to select?
Which Combinations can address unmet needs of the patients?
Do combin
Which therapeutic categories to select?
Which Combinations can address unmet needs of the patients?
Do combin
ementation issue is a company that seems to be perpetually in the middle of dramatic changes. In a company with a sound, consistent strategy, change is occurring, but change tends to flow around the strategy, because the strategy represents a stable, unchanging reality, such as ''Starbucks customers like good coffee in a good environment''.
Another symptom is the classic ''flavor of the month'' syndrome, where the company shifts direction every month
Another symptom is the classic ''flavor of the month'' syndrome, where the company shifts direction every month
tions increase the patient compliance?
What would be the developing cost?
How to tackle the risks encountered during combination product developmen
What would be the developing cost?
How to tackle the risks encountered during combination product developmen
or two based upon the viewpoint of the management guru that is currently in favor with the top executives. This is a dangerous problem, as many of today's management gurus espouse strategic outlooks that are diametrically opposed. For example, ''The Experience Economy'' espouses a strong, service-centered specialty strategy, while ''Nuts!'' centers on a focused commodity strategy. You might succeed in shoehorning both of these outlooks into one compa
t?
As combination products don't fit into the traditional categories of drugs, medical devices, or biological products, the USFDA is in the process of devel
As combination products don't fit into the traditional categories of drugs, medical devices, or biological products, the USFDA is in the process of devel
ny, but you are just as likely to end up with a train wreck.
The annual planning process, and strict discipline around that process, is the best antidote we know to ''short attention span''. The key here is to make sure you have sound strategic reasons for every change you make in your objectives (and no, ''there's a lot of money to be made'' is NOT a sound strategic reason). Likewise, test every change against the wisdom that is inherent in your own
The annual planning process, and strict discipline around that process, is the best antidote we know to ''short attention span''. The key here is to make sure you have sound strategic reasons for every change you make in your objectives (and no, ''there's a lot of money to be made'' is NOT a sound strategic reason). Likewise, test every change against the wisdom that is inherent in your own
ping new procedures for reviewing their safety, efficacy and quality.
Professional from academic institutions, pharmaceutical industries, health care indust
Professional from academic institutions, pharmaceutical industries, health care indust
strategy. If it fits, great - but when it doesn't, be very wary of making changes because of small, temporary changes in your marketplace or (worse) your reading list.
5. The plan attempts too much too quickly
This is probably the second most common issue, and, as we said, sometimes difficult to distinguish from issue 3 (The implementation is given insufficient resources). As managers, and as teams, we all seem to have eyes that are much bigger tha
5. The plan attempts too much too quickly
This is probably the second most common issue, and, as we said, sometimes difficult to distinguish from issue 3 (The implementation is given insufficient resources). As managers, and as teams, we all seem to have eyes that are much bigger tha
y and representatives from various regulatory agencies are working out to design the regulatory requirements for manufacture and sale of combination products
n our stomachs. If five objectives are good, ten must be better, right?
Well, wrong... ten objectives are almost always worse, from an implementation perspective, than five. There are two key reasons for this. First, we psychologically tend to focus more on items when they are limited in quantity. Everyone in your company is likely to know your company's objectives if you only have four or five. If you have forty-two (we call this a ''laundry list'')
Well, wrong... ten objectives are almost always worse, from an implementation perspective, than five. There are two key reasons for this. First, we psychologically tend to focus more on items when they are limited in quantity. Everyone in your company is likely to know your company's objectives if you only have four or five. If you have forty-two (we call this a ''laundry list'')
.
As there is an increasing trend of the combination products companies manufacturing such products should be able to tackle the problems involved in the de
As there is an increasing trend of the combination products companies manufacturing such products should be able to tackle the problems involved in the de
, chances are no one will know most of them, and few will even care. This is not because your employees are bad - rather, it's because it's not humanly possible for a group of people to remember and properly prioritize forty-two objectives.
The solution for this issue is simple, but often difficult. Don't let yourself tackle more objectives than you can handle. If you had trouble with nine last year, try seven this year. In our experience, implementa
The solution for this issue is simple, but often difficult. Don't let yourself tackle more objectives than you can handle. If you had trouble with nine last year, try seven this year. In our experience, implementa
elopment. They need to be wiser in analyzing the market trends and the regulatory requirements.
Companies that provide selfless information through particip
Companies that provide selfless information through particip
tion is optimized somewhere between five and ten objectives, depending on the organization, its culture and resources.
These are just a few of the most common implementation issues we run into in our work as strategy consultants, assisting companies like your own in strategic planning. It's not exhaustive, but hopefully, as you get out your plans for this year, you will think about taking some of the steps outlined here to improve your implementation
These are just a few of the most common implementation issues we run into in our work as strategy consultants, assisting companies like your own in strategic planning. It's not exhaustive, but hopefully, as you get out your plans for this year, you will think about taking some of the steps outlined here to improve your implementation
tion in industry events and feedback to regulatory authorities would be able to face the challenges and will be successful in developing combination products
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