Key focus areas:

• Variation in maturity across affiliates

• Limited alignment between global and local teams

• Lack of shared frameworks and planning approaches

• Inconsistent use of data, CRM and digital channels

Outcome:
Identified structural and capability gaps that would prevent consistent adoption at scale.

Human-Centred Transformation Design

Designed a global omnichannel methodology that could be adopted consistently across markets.

This included:

• Structured omnichannel planning frameworks

• Standardised customer journey and engagement design approaches

• Integration of CRM and digital engagement models

• Clear linkage between strategy, content and channel execution

• Alignment between global strategy and local market execution

Outcome:
A repeatable engagement model that moved the organisation from fragmented multichannel activity to coordinated omnichannel engagement.

Capability Architecture & Leadership Advisory

Enabled adoption across markets through structured capability development and leadership alignment.

This included:

• Development of playbooks, templates and planning tools

• Training programmes across brand and commercial teams

• Leadership engagement to reinforce the shift in ways of working

• Ongoing support to embed the methodology into planning cycles

Outcome:
Widespread adoption of a consistent omnichannel approach across affiliates, with improved coordination and effectiveness of customer engagement.

Result

The transformation resulted in a fundamental shift in how the organisation designed and delivered customer engagement.

Key outcomes included:

• Global consistency with local flexibility
  A single omnichannel methodology adopted across affiliates, enabling consistent planning while allowing markets to tailor execution to local needs.

• From channel execution to structured engagement design
  Teams moved away from isolated digital and field activities toward coordinated engagement journeys linked to clear objectives and outcomes.

• Improved cross-functional alignment
  Stronger integration between marketing, sales, digital and analytics teams, supported by shared frameworks and planning processes.

• Increased utilisation of CRM and digital platforms
  More structured and consistent use of CRM, data and digital channels as part of integrated engagement strategies rather than standalone tools.

• Embedded ways of working
  The methodology became integrated into brand planning cycles, supported by tools, templates and capability development.

• Foundation for scalable growth
  Established a platform for more advanced capabilities, including AI-enabled engagement and next-best-action approaches.

Case Study 2: Omnichannel Enablement in Medical Affairs

Context

Medical Affairs teams were exploring how to adopt omnichannel approaches but lacked a structured model aligned with existing commercial capabilities.

There was a need to define how omnichannel could be applied within a Medical Affairs context while ensuring alignment with commercial teams and organisational governance.

Transformation Readiness

Assessed the readiness of Medical Affairs to adopt omnichannel approaches.

Key focus areas:

• Differences in ways of working between medical and commercial teams

• Lack of clarity on how omnichannel applied to scientific engagement

• Capability gaps in planning, content and channel coordination

• Governance and compliance considerations

Outcome:
Clear understanding of the organisational, capability and governance barriers to adoption.

Human-Centred Transformation Design

Designed a Medical Affairs-specific omnichannel engagement approach aligned with broader organisational models.

This included:

• Adaptation of omnichannel frameworks for scientific engagement

• Integration with existing commercial engagement models

• Definition of engagement journeys relevant to Medical Affairs

• Alignment with compliance, governance and medical strategy

• Incorporation of digital, field and scientific interaction models

Outcome:
A tailored omnichannel model that enabled Medical Affairs to operate in a more structured and coordinated way.

Capability Architecture & Leadership Advisory

Built the capability and alignment required to embed new ways of working.

This included:

• Development of training materials and enablement programmes

• Cross-functional workshops to align medical and commercial teams

• Leadership engagement to support adoption

• Practical tools and frameworks to support execution

Outcome:
Improved alignment between Medical Affairs and commercial teams, with increased confidence and capability to deliver coordinated engagement.

Result

The programme enabled Medical Affairs to move from exploratory omnichannel activity to a more structured and scalable engagement model.

Key outcomes included:

• Clear role for omnichannel within Medical Affairs
  Defined how omnichannel applies to scientific engagement, moving beyond ambiguity to a structured and accepted approach.

• Alignment between Medical and Commercial teams
  Created a more consistent way of working across functions, reducing fragmentation and enabling coordinated engagement strategies.

• Increased confidence and capability within Medical Affairs
  Teams developed the skills and frameworks required to design and execute omnichannel engagement in a compliant and effective way.

• Integration of digital, field and scientific engagement
  Moved from disconnected activities toward a more cohesive engagement model aligned with stakeholder needs.

• Stronger governance and compliance alignment
  Ensured that new approaches were compatible with regulatory and organisational requirements, reducing barriers to adoption.

• Foundation for ongoing evolution
  Established a base for future development, including more advanced analytics, personalisation and AI-enabled engagement.