PRO-spectus’ Post

With numerous opportunities available, it's vital to prioritize initiatives based on their potential impact and feasibility. This requires objective assessment and strategic decision-making. In today's era of industry convergence and disruptive innovation, understanding how to leverage these opportunities is paramount. Attending this panel discussion can equip professionals with the knowledge and strategies needed to embrace disruptive technologies while aligning them with their organization's growth vision. Registering for this panel discussion is a proactive step for anyone seeking to navigate the complex landscape of disruptive technologies and their integration into long-term strategic goals. It's an opportunity to learn from experts and gain insights that can drive innovation and success in the ever-evolving business world. #StrategicPrioritization #ImpactAndFeasibility #DisruptiveInnovation

𝐀𝐫𝐞 𝐫𝐞𝐬𝐩𝐨𝐧𝐬𝐢𝐛𝐢𝐥𝐢𝐭𝐢𝐞𝐬 𝐜𝐨𝐧𝐯𝐞𝐫𝐠𝐢𝐧𝐠 𝐨𝐫 𝐝𝐢𝐯𝐞𝐫𝐠𝐢𝐧𝐠 - 𝐚𝐠𝐚𝐢𝐧?  𝐃𝐞𝐭𝐞𝐜𝐭𝐢𝐧𝐠 𝐭𝐡𝐞 𝐝𝐲𝐧𝐚𝐦𝐢𝐜𝐬 𝐢𝐧 𝐭𝐡𝐞 𝐩𝐡𝐚𝐫𝐦𝐚/𝐛𝐢𝐨𝐭𝐞𝐜𝐡 𝐢𝐧𝐝𝐮𝐬𝐭𝐫𝐲 This year's re:organize Community Insights Exchange was all about convergence. We brought together a group of industry professionals to discuss a current dynamic in the pharma and biotech industry. 𝑻𝒉𝒆 𝒔𝒕𝒂𝒓𝒕𝒊𝒏𝒈 𝒑𝒐𝒊𝒏𝒕 𝒐𝒇 𝒕𝒉𝒆 𝒅𝒊𝒔𝒄𝒖𝒔𝒔𝒊𝒐𝒏: The market is changing. Companies in the industry tend to find new answers to how work is organized internally. The traditional way of working in functional silos is reaching its limits, e.g. it is difficult to establish end-to-end responsibility, decision making is slow, alignment on common goals is stuck in functional logic. 𝑾𝒉𝒂𝒕 𝒘𝒆 𝒉𝒂𝒗𝒆 𝒅𝒊𝒔𝒄𝒖𝒔𝒔𝒆𝒅: Our current observation is that pharma and biotech companies are integrating responsibilities in different ways, e.g. through a cross-functional sales force, through functions responsible for the entire product lifecycle and through integrated executives. 💡 𝑰𝒏𝒔𝒊𝒈𝒉𝒕 1: 𝑲𝒆𝒆𝒑 𝒕𝒉𝒆 𝒐𝒓𝒈𝒂𝒏𝒊𝒛𝒂𝒕𝒊𝒐𝒏 𝒚𝒐𝒖𝒏𝒈! Over time, the industry has seen initiatives to merge or divide responsibilities come and go in waves. These "ripples" challenge the organization to question its current ways of working - to prevent organizations from becoming old and inflexible, to respond to external factors and to integrate new approaches and business models. 🚀 𝐈𝐧𝐬𝐢𝐠𝐡𝐭 2: 𝐋𝐞𝐚𝐝𝐞𝐫𝐬 𝐦𝐮𝐬𝐭 𝐥𝐞𝐚𝐝 𝐭𝐡𝐞 𝐫𝐞𝐣𝐮𝐯𝐞𝐧𝐚𝐭𝐢𝐨𝐧 𝐰𝐚𝐯𝐞! Executives are not solely responsible for deciding on a new organizational design. This is usually done by senior management. Leaders must also activate new convergence models within the organization. They need solid structures that enable them to implement the new ways of working. They also need a discourse strategy that gives the convergence model critical importance. We reflected on both requirements with the help of the Metaplan Management Mixing Console. That was great fun! We discussed the trends and the leadership challenges. Thank you very much for the effort you made: all our participants and all the Metaplanners of our international LifeSciences Squad. Simon Weber, Mareike Schumacher, Andreas Stammnitz, Ines Vogel, Anna von Bismarck, Jacqueline Radtke, Thomas Schnelle, Johannes B. Schwalke, Dr. med. Julian Blanz, Timothy Nas, Ricarda Scheel, Franz-Josef Tillmann, Alanna Kaplan Munoz, Stephanie Michel, Isabell Hager, Claire Terrington, Nessim Cohen, Christine KRYS, Melanie Blake, M.A., Caroline Coronel #organize #pharma #convergence #biotech

"𝘗𝘢𝘳𝘵𝘯𝘦𝘳𝘴𝘩𝘪𝘱𝘴 𝘢𝘳𝘦 𝘤𝘳𝘶𝘤𝘪𝘢𝘭 𝘪𝘯 𝘢𝘯𝘺 𝘴𝘮𝘢𝘳𝘵 𝘪𝘯𝘥𝘶𝘴𝘵𝘳𝘺 𝘵𝘳𝘢𝘯𝘴𝘧𝘰𝘳𝘮𝘢𝘵𝘪𝘰𝘯. 𝘉𝘳𝘪𝘯𝘨𝘪𝘯𝘨 𝘵𝘰𝘨𝘦𝘵𝘩𝘦𝘳 𝘥𝘪𝘧𝘧𝘦𝘳𝘦𝘯𝘵 𝘴𝘵𝘳𝘦𝘯𝘨𝘵𝘩𝘴 𝘢𝘯𝘥 𝘦𝘹𝘱𝘦𝘳𝘵𝘪𝘴𝘦 𝘪𝘴 𝘵𝘩𝘦 𝘵𝘳𝘶𝘦 𝘱𝘰𝘸𝘦𝘳 𝘣𝘦𝘩𝘪𝘯𝘥 𝘪𝘯𝘯𝘰𝘷𝘢𝘵𝘪𝘰𝘯.” 💡 In our upcoming customer case, we talk about our long lasting partnership with imec. Evolving from a contractor to a partner that translates their vision into concrete projects. By turning strategy into tangible results, we're making a real impact. 🚀 Our ongoing partnership centers on two core aspects: ▪️ Providing technical advisory and project management services to 𝐭𝐫𝐚𝐧𝐬𝐥𝐚𝐭𝐞 𝐬𝐭𝐫𝐚𝐭𝐞𝐠𝐲 and ambitions 𝐢𝐧𝐭𝐨 𝐜𝐨𝐧𝐜𝐫𝐞𝐭𝐞 𝐩𝐫𝐨𝐣𝐞𝐜𝐭𝐬, and ensuring their successful implementation. ▪️ 𝐄𝐱𝐞𝐜𝐮𝐭𝐢𝐧𝐠 and supporting various stand-alone 𝐩𝐫𝐨𝐣𝐞𝐜𝐭𝐬 with our team of experts, 𝐜𝐨𝐧𝐭𝐫𝐢𝐛𝐮𝐭𝐢𝐧𝐠 𝐭𝐨 𝐢𝐦𝐞𝐜'𝐬 𝐚𝐦𝐛𝐢𝐭𝐢𝐨𝐮𝐬 𝐩𝐥𝐚𝐧𝐬. Excited to learn more about our past, present and future partnership and the different projects we already built together? Stay tuned as we will soon publish our customer case. 🔍 Follow us for updates to learn how understanding your strategy and driving implementation can bridge the gap between OT and IT, between theory and tangible results. 🤝 #otit #smartindustry #smartfactory

Many of us are familiar with the journey of developing a new product or service concept in the face of inertia. In the dynamic and ever-changing healthcare landscape, we're constantly driven by the desire to create solutions that enhance our outcomes. However, we often encounter a formidable adversary within our own organizations – the ever-present challenge of internal inertia. INERTIA, of course, is the resistance to change that tends to accumulate over time. It's the classic "we've always done it this way" mentality that can be a major roadblock to innovation. How do we champion new ideas and concepts in an environment that sometimes seems designed to maintain the status quo? #JonquilRidge #Innovation #ProductDevelopment #ProductStrategy #Midstream

Systems Engineering as a solution for operational efficiency? A colossal $27.3B acquisition and a decade-long comeback, Boston Scientific's journey post-Guidant is a testament to strategic transformation. One of their solutions? Establishing a systems engineering team. According to an MDDI article released today (link below), a systems engineering team was created in response to integration challenges following the acquisition of Guidant. They were tasked with reevaluating and fixing failure modes, a critical move aimed at improving product reliability and safety. This structural change was part of a broader strategy to overcome the legacy of siloed operations and to instill a new culture of quality and interdepartmental cooperation; this was essential for the company’s recovery and future success. As a leader, I've seen firsthand how systems engineering is pivotal — from steering teams and developing products to shaping entire companies. From my experience, it has created a framework for innovation, ensuring every piece fits perfectly in the complex puzzle of combination products and medical device product development. It is also extremely powerful for managing post-market activities. In my approach to problem-solving, whether I'm developing a new product or optimizing a business process like back-end accounting, I consistently apply systems engineering principles for effective and efficient solutions. How about you? Does your company have a systems engineering team? Has systems engineering played a pivotal role in your product development and post-market activities? Please share your thoughts below! See the full article here: https://lnkd.in/guHHmxC5 #SystemsEngineering #Innovation #HealthcareTech #Leadership #ProductDevelopment #BostonScientific #MedTechCommunity #medicaldevices #riskmanagement #combinationproducts

In case you missed it: The nomination and application deadline for the 2024 InnoVision Awards has been extended to 6/27! InnoVision Awards honor distinguished South Carolina businesses, organizations, and individuals who set new standards for innovation and technology advancement. So, here's what you should do: 💭 Tag a deserving business in the comments ✉ submit an application or nomination ➡ https://lnkd.in/eAEPAPXz #newtechnology #economicimpact #techadvancement

🚀 Exciting News! 🚀 I am thrilled to announce my participation in the @Connex Partners RCM Innovators Board! This fantastic opportunity allows me to collaborate with top Revenue Cycle Leaders on first addressing payer challenges in our industry and then much more. We will function as a closed network, sharing innovative solutions and new ideas to drive meaningful change. As a board, we'll focus on: 🔹 Developing strategies to foster collaboration and initiate new payer initiatives 🔹 Sharing innovative solutions and best practices 🔹 Holding regular virtual and in-person meetings for collaboration 🔹 Providing real-time access to practical insights and best practice answers from trusted colleagues 🔹 Collaborating on payer challenges to potentially initiate change and advancement 🔹 Gaining recognition as thought and practice leaders, with potential publication of board insights and results 🔹 Continuously improving the board’s effectiveness, guided by our own feedback and experiences I’m honored to be part of this forward-thinking group dedicated to driving meaningful change in Revenue Cycle Management. Together, we'll make a significant impact! #RCMInnovators #ConnexPartners #RevenueCycleManagement #Innovation #Collaboration

We’re back with another edition of nDeva Bytes, following current industry trends and tackling common challenges found within our community of CTOs & CPOs across Australia and New Zealand 🌏 This month, we take a deep dive into our recent CTO Gathering in Sydney 🎙️ In this session, our leaders discussed ways to align engineering and business objectives to create innovative products that cater to market needs 🎯 Click the link below to see if these strategies can help shape your business 👇 We’d love to know your thoughts 🎙️ https://lnkd.in/g7spRiY9 #nDeva #CTOGathering #TechRecruitment

Paul Wissam of Brainmates, speaking about societal shifts at #LTPCON, shared his perspective on recognising and addressing disruptive forces in product development. He emphasised the importance of staying vigilant for warning signs and prioritising user experience over relentless growth at all costs. 1️⃣Identifying Disruption Signals Wissam highlighted that there are usually signs and signals preceding disruption. Chasing profit at the expense of user experience can set companies on a path of product decline. If left unchecked, it can disrupt everything. He urged product leaders to be attentive to these warning signs, such as a slipping product experience or pressure for expansion compromising the core value proposition. 2️⃣Staying True to the Vision Wissam stressed the need to stay true to the product vision and not lose sight of it amidst the push for growth. He cautioned against growth at all costs, likening it to cancer, and advocated for nurturing the existing value proposition. He questioned whether definitions and strategies vetted in meetings are truly translating into daily operations, emphasising the responsibility product leaders have in guiding products. 3️⃣ Embracing Positive Disruption While acknowledging the potential negative impacts of disruption, Wissam also highlighted the opportunity for positive disruption – creating something not just new but better. He challenged the audience to consider how their products are shaping societal shifts, impacting how we connect and the environments we live in, and to take action towards positive change. Wissam's talk underscored the importance of vigilance, user-centricity, and a commitment to creating truly valuable products that positively impact society.