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Coaching is becoming one of the leading development interventions in the corporate world. In a recent study by the Corporate Leadership Council, executives ranked coaching fourth in importance. The coaching profession has gro

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

wn significantly over the last decade and many executives find it a wonderful “perk” to have a coach while other organizations find it imperative to provide their executives and key management staff with coaches. Coaching prov

; or drug, device, and biological product and fixed dose combination would include two or more combinations of drug.

Examples of combination products may in

des a customized development process for the individual as well as a confidant for the most senior level staff members. How do you, as an individual or organization seeking or using coaching, make sure you’re getting your mone

lude drug-coated devices, drugs packaged with delivery devices in medical kits, and drugs and devices packaged separately but intended to be used together.

y’s worth? Here are 10 Ways to Ensure a Greater Return On Investment from your coaching dollar.

1. Develop a standard criteria and process for selecting coaches: Many coaches are selected for engagements based on word of mouth

here is enormous increase in the number of combination products entering the market in the recent years. Combination products have proven advantages but fixe

Develop a standard process for interviewing and selecting coaches based upon specific criteria or competencies as you would any other position.

2. Develop Service Level Expectations: Spell out the exact expectations you hav

d dose combinations are still in the process of convincing regulatory authority on their advantages over the single ingredient formulations.

Combination pro

of the coach such as number of meetings, length of meeting, reporting back to individuals within the organization such as the clients direct manager or HR professional, any written development plans, etc.

3. Involve the Coach

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

ing Client in the Process: The coaching engagement is a relationship between the coaching client and the coach. Making a good match is key to successful engagement. Make sure the coaching client is involved in selecting his or

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

her own coach.

4. Link Business & Development Goals to the Coaching Engagement: Often times coaches are brought in to assist in the development of the key staff member, yet the development that is requested is not connected to

nation products and maximize the revenues. But the companies involved in this practice are overlooking that they are burdening the patients both economically

the business strategy or goals. Ask, “How will the coaching, or the skill development or project support assist the company in attaining their goals?”

5. Involve the Coaching Client’s Direct Manager: The coaching client’s di

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

ect manager should be integrally involved in the coaching process with regular meetings with the coach or, even better, three way meetings between the coach, "coachee" and their direct manager to discuss progress.

6. Provide A

ts. Some of the combination products were well accepted by physicians while others suffered. Companies involved in development of combination products are fi

ditional Support: The coach is often not a member of the client’s organization; supplying the coaching client with a mentor or similar support can help the coaching client more effectively implement the development that is taki

ding difficulty in defining their combination products and facing various challenges from selecting a combination to marketing it.

Following aspects would a

ng place with the coach.

7. Assign a person in the Organization to Manage the Coaching Process: Frequently, centralizing the requests for and selection of coaches can streamline the process. It can also ensure that coaching is

dd to the challenges in developing combination products:

Which markets to tap where the combination products can do fairly well?
Which combination prod

being used where it’s the most effective intervention and that the coaches selected are appropriate for the assignment.

8. Develop Measurable Goals: If the coaching objectives are not identified prior to the engagement, ensur

cts are meaningful and rational?
Which therapeutic categories to select?
Which Combinations can address unmet needs of the patients?
Do combin

e that the coach and coaching client develop measurable goals. How will you know if the engagement is successful? Some of the outcomes of coaching may difficult to measure but going through the exercise will greatly increase th

tions increase the patient compliance?
What would be the developing cost?
How to tackle the risks encountered during combination product developmen

effectiveness and efficiency of the coaching engagement.

9. Develop Coaching Plans: Ensure that the coach and the coaching client develop a detailed plan to achieve the goals that are developed. The coach often works “in th

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

moment” but a plan of action or outline, to help the client get from point A to point B will lead to greater success.

10. Measure the Impact of the Coaching: It’s often hard to actually measure quantitatively the impact of c

ping new procedures for reviewing their safety, efficacy and quality.

Professional from academic institutions, pharmaceutical industries, health care indust

oaching. There are often many variables going on in the business at the same time. Where it is feasible make an effort to measure the return on the coaching. Some measurements might include employee satisfaction, turnover rates

y and representatives from various regulatory agencies are working out to design the regulatory requirements for manufacture and sale of combination products

process times, increased sales, etc. as well as measuring qualitative data such as how the individual felt about the coaching, did they achieve the objectives, what value does the coaching client put on the coaching experience

.

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

, to name a few.

Some of the greatest business leaders in the economy are advocates for professional/executive coaching. In some studies coaching has documented to provide anywhere from 500 – 1000% return on the investment. W

elopment. They need to be wiser in analyzing the market trends and the regulatory requirements.

Companies that provide selfless information through particip

th those kinds of results coaching will continue to be a highly requested development tool. Putting in place the actions and processes to get a consistent value for your coaching dollar will continue to be a key to it’s success

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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