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  • Inventing a New Context for Recruitment

    Inventing a New Context for Recruitment

    A pharmaceutical company failing in the recruitment for phase III trial of an important new drug was ready to cancel the trial.

    The tight criteria for administering the medication now seemed to the recruitment team like an insurmountable barrier for fulfilling their patient enrollment target.

    Using Breakthrough Thinking tools and consulting, the team was able to generate new pathways for action such that filling the trial looked feasible. They took a bold stand with their management and asked that the trial not be canceled and made new, very aggressive targets. In the end, the client filled the trial ahead of schedule and caused a huge spike in recruitment within one month.

    “This is miraculous and could never have happened without Insigniam’s intervention” –Program Leader

  • European Pharmaceutical Company Gains 57% U.S. Market Share

    European Pharmaceutical Company Gains 57% U.S. Market Share Despite Being Two Years Behind Competition at the Time of Product Launch

    A Global 250 pharmaceutical company hired Insigniam Performance to work with new product launch team to develop and implement an unprecedented promotional plan. The competitive product was ahead in the market by two years. The client firm was a fully owned subsidiary of a large European company that had limited familiarity with the complexity of operating in the U.S. market.

    Through partnership with Insigniam Performance consultants, the different functional areas came together for the first time to immerse themselves in innovative thinking and alignment on the approach and achievement of breakthrough goals. The team shifted its thinking from a goal of catching up to a very aggressive competitor to a vision of busting the competition. As a result, the company became the market leader within six months of launch, achieved 57% of U.S. market share, and beat analysts’ expectations.

  • Grocery Chain Transforms Morale

    Grocery Chain Transforms Morale at Hostile Distribution Centers, Reducing Costly Damage on Delivery by 12%

    The executives of a large grocery chain had struggled with how to improve the productivity and morale of their distribution center. The environment was described as hostile and adversarial with people preoccupied with past problems.

    Through a partnership with Insigniam Performance consultants, the executives initiated a leadership team comprised of managers, supervisors, union stewards, and associates. The executives worked through this leadership team to engage the 700 distribution center employees to create a culture of pride, partnership, service, and teamwork. Using Insigniam Performance methodologies, the executives inspired the distribution staff. These results were achieved: damage on delivery was reduced by 12%; customer satisfaction increased to 97%; selection accuracy improved to 99.4%; frequency of injury decreased in one year by 33%; and, as measured by an employee survey, morale significantly improved.

  • NPD Cycle Reduced by 75%

    Pharmaceutical Reduces Product Development Cycle by 75%

    A Fortune 100 pharmaceutical company’s diagnostics division was utilizing a redesigned product development process to develop a line extension for a blood diagnostic tool. Due to marketplace pressures, the senior executive in charge challenged the team to shave the process from eighteen months to six months.

    Insigniam Performance worked with the team to challenge the assumptions and myths that formed the basis of their firm belief that the process took eighteen months. Through this work, the team was able to develop a plan that eliminated many of the steps and actions that they had believed to be necessary. Applying Insigniam’s model for developing, implementing and executing a breakthrough project, the team was able to achieve their goal in four and a half months – a 75% reduction in the original product development cycle time.

  • Insurance Company Generates $31.3M

    Insurance Company Generates $31.3M, Exceeding Third Year Targets

    A major insurance company launched a mutual fund; its year one reach was $3 million, followed by $6 million in year two. Results of both years were less than the company’s goals. Based on past performance, the company’s third-year goal of $25 million appeared improbable.

    The company hired Insigniam Performance and subsequently identified corporate and employee beliefs that were restraining performance. Release of the hindering beliefs made a huge difference. The company generated $31.3 million in a 12-month period and surpassed its goal.

  • Leading Beverage Company Increases Productivity

    Leading Beverage Company Increases Productivity and Employee Satisfaction Simultaneously

    At the same time that an organizational survey revealed significant levels of employee dissatisfaction about life-work balance, the vice president of research for a leading beverage company faced an imperative to significantly increase productivity in response to competitive demands and a freeze on increasing head count.

    Insigniam Performance was hired to facilitate a sustainable breakthrough in productivity while simultaneously increasing employee satisfaction. The net result was significant measurable improvement in several key performance areas, a new process for setting research strategy and priorities, and measurable improvements in both employee morale and employee engagement in executing the strategy.

  • Delivers 5-year projects in One Year’s Time

    Pharmaceutical OTC Group Delivers 5-year projects in One Year’s Time

    A leading pharmaceutical company wanted to develop a core strategy for their future and create an environment in which group members could successfully work together to expand the company’s worldwide Over The Counter business and thus flourish as a global entity. Members of the OTC group were operating independently and the company did not regard the group’s work as an emphasis area.

    With the use of Insigniam Performance methodologies and support, the OTC group developed a core strategy and a series of long-term breakthrough projects to implement the strategy. The teams completed their projected five-year projects in just one year, allowing them to expand products into new countries and improve relationships with key constituencies. This group has become one of the most desirable places to work within the company.

  • Growth Strategy Implementation

    Growth Strategy Implementation: Rapid Product Development

    A major player in the food & beverage industry had initiated a growth strategy for the overall company and was going to focus on new products in their core area. They had just commissioned research distinguishing the equity/value that the company had for people in their core customer market. The growth strategy was dependant on creating a whole new set of products that were a match for their brand equity.

    Unfortunately, traditionally it had taken them three years to get out a new product; (it took their main competitor just one year) and the growth strategy called for 3-5 new products every year for five years.

    The team challenged their own beliefs about how they thought things had to be done regarding developing and bringing new products to the market. They collectively committed to taking on producing a breakthrough in generating ideas, testing them, getting market feedback, coming up with business case and figuring out how to manufacture it.

    At the end of the first five months, the team had accomplished its breakthrough objectives: two new product concepts were approved and in development. In addition, the team spirit of camaraderie, leadership and excellence was recognized throughout the division. In the following year, the team sustained and extended their breakthrough approach and took on a new assignment of generating twelve new product concepts every three months.

  • Mature Market Growth Plan – 2x Sales

    Mature Market Growth Plan to Double Sales

    The president of a major pharmaceutical company challenged a consumer products group to double the business within five years. Because the margins of consumer prod-ucts are very low in comparison to prescription pharmaceuticals, there was a sense that if the consumer products group was not viable on their own they would be sold off from the parent company. The introduction of a competitive product had dramatically reduced the sales of the company’s main product. While the competition had not gone over the counter yet, as their 20 year patent was coming to an end, generics and over the counter versions of the product would soon be a daunting source of competi-tion.

    The Consumer Products Group decided that they would merge their two top product teams to act as one Upper Respiratory team. When they started thinking as an Upper Respiratory category they stopped evaluating new products from a brand and started evaluating as an Upper Respiratory portfolio. Their view of business opportunities had been limited by their individual brand perspective. By reframing their business, they saw a whole new set of opportunities. From this new view, they devel-oped new positions and campaigns thus allowing them to achieve significant growth and neutralize the impact of the OTC launch of their competitor.

  • New Product Ideation

    New product ideation to overcome looming competition

    A major pharmaceutical company had to come up with a plan for a new portfolio of new products that would allow them to double business within five years. They had re-cently launched a fairly new product in the OTC (over the counter) market and were looking for growth around new product opportunities.

    The company reframed their view of their business from the brand where they could only gain more leverage with a line extension (ie the same product with a slightly new twist) to brand equity (where the brand is taken to a new product category). They could not create alot of line extensions with the new OTC product, so they needed to create new, robust plans. They created a strategic context (“we produce healthier digestion for life, one by one around the globe.”) to deal with the digestive health of people throughout their life stages (not just what their segment had been).

    The company was now poised to capture a new world of opportunities. They became digestive health group, no longer relying on just one product. The group came up with key leverage points – different delivery technologies, new medical products, as well as food and beverage products.