PUTTING HEALTHCARE DISTRIBUTION ON A SOUND FOOTING
Sector: Healthcare, appr. 500 employees, division: sales company DACH
Project duration: 1,5 years, consulting service: organisational development and change management, 5 consultants
The german organisation of an international producer in the healthcare sector is reorganising itself. This is due to below-average growth compared to the market and an unsatisfactory revenue situation.
An analysis reveals too low margins, as well as too high distribution and administration costs.
The management has defined a new strategy to improve this situation.
Bröker + Partner develops an operating model, defines core processes and derives a new competency model, roles and organisational chart. Change Management in the implementation period consists of an accompanying communication strategy and an empowerment programme for all managers involved.
An improved sales planning process is being introduced to optimise resource management. The introduction of a performance-oriented appraisal and bonus system is intended to promote a performance culture in operational sales.
The sales organisation has been successfully restructured, with the changes also taking effect at the cultural level. Employees and managers benefit from the increased transparency in sales management and the cross-departmental cooperation has improved.
The effectiveness of the sales organisation is, due to the new appraisal system and improved targeting, significantly improved and potential savings are realised.
START: AS IS
Weak sales growth with low margins. high distribution and administration costs. No consistent performance culture.
GOAL: TO BE
Reorganisation of the division, with new processes, competences and role profiles. Introduction of a performance-oriented appraisal and bonus system. Enabling of the organisation to change comprehensively.
IMPLEMENTATION
Conception and supervision of four sub-projects. Empowerin the organisation through targeted communication, education, training and individual counselling interventions.
EVALUATION / RESULTS
Roles, processes, appraisal system and competency model are implemented. Change of culture is clearly noticeable. Savings potentials are realised through higher efficiency of the sales organisation.
LESSONS LEARNED
It is important to allow for mistakes and a certain amount of trial and error. Not just lip service, but a moment of lived change. Overweighting the day-to-day business can lead to considerable additional work. The fast generation and visualisation of success is managements responsibility and does not happen automatically.
