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Improving Strategic Outsourcing Relationships
By: Elizabeth N. Treher, PhD
May/June 2006 - SpecialtyPharma
Many of us have worked on teams where we knew we could be more productive and effective -- if we were "all on the same page," if we took the time to plan instead of jumping in to implement and then needing to redo, if...In organizations today, as we work with contractors who provide key strategic services for our businesses, we can't afford not to take the time to learn to work more collaboratively and effectively.
Such relationships are imperative, not optional. In the pharmaceutical industry, even a one-day delay to market for an "average" pharmaceutical product can cost about $1 million. For a blockbuster, it is many times that amount. Thus, the "simple" actions of reducing time spent in meetings while retaining or increasing output, a culture where issues are discussed early and openly can have a profound impact on the business. Fundamental to this is a clear foundation for approaches, methods, and tools to work with contractors and to capture lessons learned for continued refinement.
No matter where you are -- whether initiating a new outsourcing relationship or well into implementation -- it is not too late to take appropriate steps to improve your collaborative process.
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