Innovative Strategies for Launch Success

How is today’s evolving healthcare ecosystem impacting the commercial success of your innovations? With the evolving healthcare system in Europe and beyond, Putnam is helping our clients understand their complex ecosystem to re-think cross-functional customer engagement, maximize competitiveness, and drive frontline innovation.

Our Pillars of Innovation

Develop a high ecosystem IQ organization

Build an intimate understanding of the environment, its interconnected stakeholders and where value is generated and align the customer engagement model accordingly.

Re-index investment mix towards higher value customer jobs

Revise investment model to optimally allocate resources among the key customer jobs needed to capture the full asset value along the patient funnel.

Re-shift / re-purpose resources

Re-design the back-office and frontline organization via an outside-in perspective centered around the key customer jobs required to maximize customer experience and, ultimately, the value of the asset.

Pursue “zero distance to customers”

Place the customer at the heart of the organization and become more agile and responsive to the customer’s requests and needs.

Solving Your Complex Challenges

We’ll help you adapt to change by rethinking critical questions across the healthcare ecosystem.

1. Who are the key stakeholders within local healthcare ecosystems and how do they influence the access and adoption of new medicines as an individual or as a collective organization?

2. What are the key jobs that customers are looking for and how do they change across disease area archetypes, if at all?

3. What impact do these key stakeholders have on the patient journey?

4. How can pharma companies map the dynamics of local healthcare ecosystems and measure the ecosystem IQ of their organization?

5. What transformation is needed to align with the key jobs sought out by customers and capture the full value of novel medicines?

6. What are the key areas of interventions in reshaping the organization (including frontline and back-office) to meet these needs and the critical points of investment? How do they vary across asset archetypes?

Case Studies

The Challenge

A global, top-10 pharma client sought Putnam’s guidance on developing a lean launch strategy for a novel cell therapy in oncology and how to best engage with customers given the small footprint of hospitals certified to administer cell therapy.

Our Solution

Putnam developed a robust launch plan aligned to key launch objectives. Putnam’s lean go-to-market strategy optimized balance between personal promotion and digital strategy. Through studying suitable analogs and following launch best practices, detailed plans for engaging HCPs & patients, as well as providing a go-to-market design, budget, and sizing for all customer facing roles.

The Results

Our lean, go-to-market strategy provided the client an optimized balance between personal and non-personal promotion, allowing the client to adequately forecast, allocate resourcing, and identify “jobs to be done” pre and post-launch.

The Challenge

An emerging biotech sought Putnam’s guidance to design and execute the global commercialization of their asset for a rare oncology indication. As a new entrant into the oncology field, the client did not have prior experience in go-to-market strategy and resourcing required for key customer-facing functions (commercial, access, medical, patient advocacy, digital) and supply chain.

Our Solution

Putnam conducted an in-depth “customer-job-to-be-done” analysis and evaluated suitable go-to-market options by mapping the customer jobs and evaluating the activation levers driving adoption, differentiating the “nice to haves” vs. “must haves” taking into account resource constraints, and identifying lean go-to-market approaches.

The Results

An optimal go-to-market option was selected, including a step-wise plan to scale up the organization post-launch, and a forecast sensitivity analysis was used to pressure-test the preferred option against internal/external risk factors.

Re-envisioning Stakeholder Engagement through the “Micro-Enterprise” Model

As healthcare becomes progressively more organized and integrated, the pharmaceutical customer engagement model needs to re-position itself to best serve new customer ecosystems and capture the value of R&D innovation.

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Meet Some of Our Experts

Antonio Iervolino



Karan Raje



Vikram Gosain



Joanne Evason



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Strategy for the Life Sciences