Executive Summary 

This case study details a successful initiative to transform internal communication within GSK’s UK Pharma salesforce. By implementing a cutting-edge collaboration platform, we significantly improved cross-functional engagement, knowledge sharing and overall team effectiveness, resulting in a 71% adoption rate within six months and a 46% increase in collaborative ideation amongst critical commercial teams within a year.  

Business Challenge 

GSK’s UK Pharma salesforce (1’000+ members) experienced a significant disconnect from corporate functions. Traditional communication channels were perceived as one-way, hindering effective collaboration and relationship building across the different commercial groups, Sales, Marketing and Medical. This disconnect was hindering knowledge sharing, strategic alignment, and overall team performance. 

Solution 

• Enterprise-wide approach: We launched a cross-functional project to identify and implement a new communication channel. A comprehensive technology assessment, incorporating a robust RFP process, identified the optima collaboration platform. 

• Harmonised technology integration: Our solution focused on integrating the new platform seamlessly with GSK’s existing technology infrastructure (CRM, etc.). The platform’s functionality was tailored to meet specific business objectives, with a strong emphasis on mobile accessibility and robust data analytics capabilities. 

• Audience-focused change journey: A strategic communication and change management campaign, centered around the benefits of collaboration, accompanied the launch. 

Impact

• Rapid Implementation: Reduced project timeline from inception to pilot launch by 4 months compared to previous IT programs 

• High User Adoption Rate: Achieved 71% team coverage across Sales, Marketing and Medical within six months of launch 

• Enhanced Collaboration: Observed a 46% increase in collaborative ideation within the first year, showcasing the platform’s success in fostering knowledge sharing and innovative thinking 

• Positive User Experience: Qualitative feedback highlighted the platform’s ease of use and intuitive design 

Executive Summary

The global COVID-19 pandemic triggered an unprecedented acceleration in the adoption and scaling of digital technologies across the healthcare sector. This shift highlighted the transformative potential of data science and digital technologies to disrupt traditional practices and innovate faster in the development of medicines. For organizations like Novartis, it underscored the critical role of tech talent in driving this transformation.

The report, A Powerful Pairing, explores how the pandemic reshaped tech talent’s perceptions of the healthcare sector and the opportunities it presents for applying data science and digital expertise to tackle global healthcare challenges. Featuring insights from industry leaders at Microsoft, MIT, the FDA, and BenevolentAI, the report launched a global campaign to position Novartis as a leader in data and digital innovation and an attractive destination for top tech talent.

Business Challenge

Bringing a drug to market typically takes 12.5 years and $2.5 billion. Addressing this challenge required reimagining complex biology as a computational problem, revolutionizing traditional customer engagement, and transforming how the pharmaceutical industry operates. To achieve these ambitious goals, Novartis sought to attract top-tier tech talent to collaborate with internal teams across research and development, manufacturing, supply chain, marketing, and sales, enabling faster and better outcomes for patients.

Solution

• Comprehensive Research: A 21-question survey was conducted among 2,500 technology professionals across the USA, UK, Germany, China, and India. The survey, fielded online between May 23 and June 2, 2020, provided critical insights into tech professionals’ perceptions of the healthcare sector.

• Strategic Sponsorship: The research was sponsored by Bertrand Bodson, Chief Digital Officer of Novartis, with contributions from internal stakeholders and thought leaders at Microsoft, BenevolentAI, and MIT.

• Targeted Promotion: After publication on Novartis.com, the report was amplified through social media (both owned and partnered) and covered extensively by top-tier and industry-specific news outlets.

Impact

• Recruitment boost: The insights from A Powerful Pairing strengthened Novartis’ data and digital recruitment strategy, enabling the company to attract top tech talent from startups and Fortune 500 companies alike.

• Strengthened reputation: The campaign generated extensive media and social media coverage, enhancing Novartis’ reputation as a leader in digital and data innovation.

• Industry Recognition: The initiative won the 2020 SABRE Award for Unbranded Journalism, recognizing its impact and excellence in communication.

Interested to learn more? Access the Powerful Pairing report here.

Executive Summary

This case study demonstrates a successful 12-month transformation of Novartis’ global change communication capabilities. To address inconsistent practices and unclear roles, a new role-based training program and framework were implemented. Resulting in a 35% increase in senior leader confidence in internal change capabilities, and 97% participant satisfaction with improved change communication expertise – all while realizing significant cost savings through the adoption of a tailored, in-house solution. 

Business Challenge

Senior leaders at Novartis identified a critical need for a consistent, global approach to organization-wide change communication in anticipation of several strategically important and large-scale business transformation initiatives. A lack of clear roles and responsibilities between business functions, HR, and Communications was impacting the quality, planning and execution of change programs. 

Solution

We created and led a cross functional initiative to revolutionize Novartis’ approach to change communication: 

• Developed a role-based change communication training program, integrating 

    the existing Change First model 

• Designed an enterprise-wide change communication framework addressing both business performance and employee needs 

• Executed a global roll out, conducting training workshops across 20+ country and divisional teams within 12 months 

Impact

• Consistent and replicable approach: Achieved 100% access to consistent and scalable technology for Communications and HR experts 

• Cost effective, in-house solution: Realized significant savings through the development of a fully in-house solution for the training 

• Built trust within internal teams: Increased confidence amongst senior leaders of internal change capabilities by 35% and achieved high levels of trust, expressed through the post program survey 

• Boosted the confidence of internal teams: An average of 97% of participants in the training program found the workshops and support effective in building their change communication expertise 

Executive Summary 

This case study details the rapid and successful global deployment of MS Teams across Novartis’ 120,000-employee workforce during the initial COVID-19 lockdown. Facing an urgent need to transition to remote work, a new communication strategy was implemented in just two weeks, resulting in a 96% adoption of MS Teams within four weeks and exceptionally high employee engagement and satisfaction with the transition. 

Business Challenge 

The onset of the COVID-19 pandemic necessitated an immediate shift to remote work for Novartis’ 120’000 global employees. Existing collaboration tools (Skype, Yammer) proved inadequate for the scale and urgency of the transition. A rapid deployment of MS Teams became critical to maintain business continuity as we stepped into an uncertain future. 

Solution 

A new launch communication strategy was developed and executed, focusing on clarity, simplicity and reassurance. The strategy encompassed: 

•  Compelling creative: Creation of engaging video content showcasing leadership’s adoption and use of MS Teams 

• Leader Engagement: A targeted approach to leaders across the organization, empowering them as change leaders 

• Centralised Resource Hub: Creation of a comprehensive, user-friendly online resource center to support employee transition to remote work 

Impact

• Clarity & Relevance: 86% of employees surveyed agreed that the communication campaign was clear and relevant to them 

• Rapid Adoption: 96% adoption rate for MS Teams within four weeks   

• High Employee Engagement Levels: All time high levels of employee engagement post deployment with a positive sentiment relating to how employees felt supported during the transition to remove working 

• Sustained High Engagement: The newly launched resources center quickly became the essential ‘go-to’ place for help with switching to remote working and maintaining productivity  

Executive Summary

Creating an internal portal with the intention of encouraging best practice sharing does not mean that it will effective, useful or even used. That’s why in this example, we created a diverse team all focused on solving the same business need and then built an ecosystem of tools and engagement tactics to drive sustainable behavior change. At the center was a dedicated and gamified digital HUB. This was augmented by a targeted, community-building strategy, making it easier for good ideas to go further and resources to be more effectively allocated for maximum business and patient impact.

Business Challenge

It’s perhaps inevitable that inspiring 120,000 people to ‘go big on data and digital’ will spark and explosion of entrepreneurial spirit, new teams, channels and pop-up projects. Faced with the challenge of channeling this energy and commitment in a way that could accelerate the digitalization of an organization, we needed a way of consolidating and harmonizing activities to ensure time and resources were more effectively allocated for maximum business and patient impact.

Solution

• Building the team: A diverse group of digital influencers from across the organization was recruited to co-create a more purpose-driven global community.

• Developing the platform: A custom internal platform was designed to meet the specific needs of the community. Gamification features were integrated to enhance usability, with additional functionality added over time to support evolving requirements.

• Driving engagement: A comprehensive change and engagement strategy celebrated platform use, encouraged peer-to-peer learning, and recognized success stories to inspire ongoing participation.

Impact

The platform quickly became a trusted source of data and insights for:

• Committed community members: Seeking proven solutions to similar business and healthcare challenges.

• Leadership endorsement: Interested in tracking the progress and impact of digital teams across the organization.