Organization: Life Sciences Corporation
Issues: The Company had built an unsustainable business model. There were too many layers of bureaucracy, poor communication and decision making, all creating an inconsistency of leadership. The organization lacked defined standards for leadership, with many scientists transitioning into senior executive positions for the first time. Products were taking far too long to get through the development pipeline, and expenses were too high.
Our Solution: Working with the CEO and senior team, The Sandler Group evolved the organization into a flexible, networked model, while maintaining the core functional capabilities of the leadership team. We helped build a global network of collaborators and new strategies for fully leveraging therapeutic competency and achieving more efficient execution. We also implemented a Senior Leadership Development program.
Results: The Company delivered the on-time approval of a new first-in-class drug that was launched successfully into international markets. Operating expenses were reduced by approximately 50%, and revenues increased by 20%.
Organization: Medical Device Manufacturer
Issues: While the company had excellent technology and products, inconsistent global sales and marketing practices were resulting in inefficient product launches. Despite a growing product line and expanding sales potential, sales revenues and operating income were stagnant and flat.
Our Solution: The Sandler Group worked with the senior leadership team to develop an activity-based sales approach, as well as aligning the company’s multiple international marketing teams. The process involved one-on-one engagements with international sales managers in various product divisions to build a “High-Performance Sales Management” program and a more streamlined Product Launch process. We also designed and implemented a strategic program integrating clinical trials, marketing approvals, and reimbursements.
Results: As a result of new, more consistent sales strategies and methodologies, and more efficient execution, product launches began taking place four weeks faster. Revenues increased from $1.87 billion to $2.92 billion in just four years. The company’s operating income also grew from $269 million to over $610 million.
Organization: Technology Company
Issues: Following two recent acquisitions, the organization had doubled in size, adding five new senior executives to a team that had suddenly grown to nine members. Although the revenue potential had increased three-fold, the leadership culture had shifted from one of ownership to one of survival and execution efficiency was severely compromised, leading to missing revenue guidance. Inconsistencies in vision, communication and leadership had created a trend of poor execution and a lack of trust and confidence. The CEO’s expectations were clearly not being met.
Our Solution: The Sandler Group was retained to assess and modify key leadership attitudes and practices, reintroduce a culture of ownership, and show leaders how to cascade this attitude down into the organization. Working with the CEO and senior team, The Sandler Group designed and implemented standards for executing with excellence (e.g. Ownership, Making and Keeping Commitments, Sense of Urgency, renewed Leadership expectations). We also created a system for defining and monitoring mutually understood performance expectations.
Results: The Company’s leadership team emerged with a more defined purpose and a clear set of 2013 corporate goals. Senior executive team members came away with a clear, mutually agreed upon set of individual expectations, as well as a strategy for cascading those expectations to the next level. The Sandler Group re-established a culture of Ownership — with ONE owner assigned for every Project and Opportunity—and outlined a new set of Guiding Principles for the senior team. As a result, leadership performance metrics improved from a baseline of 3.8 to 6.3 (on 10-point scale) in just four months.