In this blog series so far, we have offered you a history lesson of the term Launch Excellence, tried to define it and also compared the term to other common terminology used within the industry.

But, why write a whole series on one term? Why is it such an important term to understand? Why do we seem so focused on it?

In order to make the journey towards a state of “Launch Excellence” many companies are currently investing in developing the right launch processes and capabilities. Throughout this journey, ongoing knowledge transfer is critical to ensure the success of the launch. Sharing best practice is also necessary for developing a continuous launch excellence capability in the organisation.

The journey of building Launch Excellence within a company involves developing characteristics such as:

  • Alignment between global, regional and affiliate teams,
  • Consistent execution of commercial launch strategies,
  • Appropriate coordination between clinical and commercial teams and
  • Transparency and repeatability across organisational regions.

This continual process ultimately results in saving of time and resource while learning lessons from internal launch teams and removing duplication of activities.

Alignment between the global and affiliate teams can be important to the success of a launch. If they feel they have understanding and consistency of launch frameworks, then the individual teams will feel empowered to deliver the launch to the aligned standards.

Launch Excellence can aid companies in their future strategies. When launches achieve their commercial goals, future strategies can be built from learnings supported by the outcomes and therefore maximise the potential of the product.

In my research for this blog series I came across a new job advert online for a ‘Head of Launch Excellence’ within the pharma industry. The person specification as to how this candidate will need to support the company’s mission of Launch Excellence included:

  • provide strategic and operational guidance,
  • support launch readiness efforts,
  • ensure knowledge transfer and best practice adoption, and
  • build scalable and sustainable launch capabilities for today’s ecosystem and the future.

This shows that within the industry companies really are seeing the importance of this function and investing in the expertise and strategies of Launch Excellence for their future.

What do you think? Do you think too much importance is inferred in this area? Or do you think it is a critical success factor for the future of the pharma industry? Let us know your views.

Through the IE team’s experience of working within Launch Excellence for more than a decade we have developed an approach to help simplify the launch process for companies to clearly see how they can work towards a state of Launch Excellence while aligning their teams. We will be detailing aspects of this approach in our next blog.

Do you have any issues in your company that you would like us to use as an example of where to start and what approach may work best for you? Get in touch.