The Enterprise Data Management (EDM) group of one the largest insurance companies in the U.S. wanted to establish protocols, operating model and a technology stack to enable governance of, and transparency to their data in response to growing data regulations like the California Consumer Privacy Act (CCPA). They set out to develop and deploy a holistic data governance solution which impacted the entire organization and their current ways of working with the data. The EDM group did not have the expertise to enable adoption of this scale across all the impacted business/operational/other functional groups
The Arya team partnered with the EDM team as well as the business/technology sponsors to develop a phased rollout and adoption plan to manage change within the organization
Identified and prioritized impacted functions who would need to transition to the new model
Created organizational and function level change strategy, including communication, adoption, resistance mitigation, internal marketing and training strategies
Developed change roadmap and program blueprint for execution
Led cross functional socialization and adoption workshops
Established training content, supported setup of training delivery system and conducted in-person and virtual training sessions across prioritized functions
Developed monitoring strategy with KPIs to ensure reinforcement of change
In collaboration with the Strategic Brand Marketing (SBM) and Strategy & Operations Lead, the Arya Consulting Team designed and facilitated an interactive, four-day in-person leadership workshop with 10 team leads. Key activities included:
Leading a virtual kick-off session to set expectations and gather input for the workshop agenda
Facilitating the in-person workshop to align on priorities across three key workstreams: (1) Medical Affairs, (2) Global Strategy Team (GST), and (3) Commercial; encourage cross-functional collaboration; and establish knowledge sharing
Using interactive resources like TypeCoach (personality profiling for organizational effectiveness) and Culture Canvas (assessing organizational culture) to explore ways of working and define the franchise’s culture, vision, strategies and subsequent key performance indicators (KPIs)
Creating scorecards and KPIs across the franchise’s strategies, aligning on key priorities across the three workstreams
Developing a GST Overview document to guide strategic direction and capability development between Commercial and Medical Affairs
The Arya team worked closely with global marketing strategy leadership to enable the transformation by:
Helping define roles and responsibilities and a future-state team structure of the integrated regional marketing team members
Delineating the expected roles of global marketing strategy versus regional teams across product planning stages and highlighting how the teams should interface across
Developing an annual schedule of strategic review and planning forums with proposed agenda items
Designing KPIs with time-based targets to monitor the success of the new marketing strategy organization and transition period
Executing a communications and change management plan, including development of leadership emails, FAQ, walking deck, and change champion program
The Arya Consulting Partners team helped drive awareness and implementation of the efficacy focus by:
Mobilizing 3 cross-functional Agile task-forces (Strategy & Positioning, Payer / IDN Engagement, HCP Engagement & Commercial Mobilization), creating team charters, identifying key agile taskforce practices and deliverables, and holding Agile weekly meetings to monitor team progress
Structuring and facilitating 3 cross-functional workshops to introduce the new strategic focus, socialize progress, and support development of key initiatives
Supporting and tracking development of various efficacy-focused taskforce materials (e.g., positioning statement, payer value proposition, core visual aid)
Supporting creation and implementation of a Communications Plan that included leadership communications, field team messaging, intranet postings, and internal surveys
Creating Efficacy Metrics to measure field team pull-through and change in stakeholder perceptions
The Arya Consulting team collaborated closely with client Global Leadership to develop the competencies for the Commercial and Medical Affairs departments by:
Conducting an analysis to identify best practices from other pharmaceutical companies and other highly regulated industries
Building developmental frameworks for the employee groups’ development over time that are anchored to the desired competency model, role expectations, and key behaviors for each role
Designing and develop curriculum maps, which provide each employee group with developmental opportunities as they progress within their current role, which includes modality of course, length of course, and timing within the development cycle
Illustrating career roadmap options that will guide the developmental decisions of the employee groups as they look to develop outside of their current roles
Recommending a communication and implementation plan for the rollout to all the employee groups
Client positioned to have better visibility and control over their data across data owners, analysts and users
Smooth and on-time rollout and of the capability with minimal resistance in conjunction with internal marketing campaign created excitement amongst next-in-line functional areas
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