The way market development is organized today is reaching its limits – for commercial, medical and market access functions. Treatment plans are getting more complex; market touchpoints are no longer sufficient; product launch routines are under pressure. Even if a common strategy is agreed upon, the challenge of integrating different perspectives remains. Let’s look at the organizational levers that can be moved to help go-to-market strategies succeed.
Who is the seminar aimed at?
Executives, whose market development strategies have been challenged in the recent past; who are looking for ways to reorganize the commercialization of their products; whose points of contact to market participants are no longer sufficient.
What insights will we share?
A comprehensive understanding of the relationship between ecosystems and organization. A precise analysis of how go-to-market logic interacts with organizational design. Recommendations for action on how to align one’s interests in the marketplace. A look at what prototypes in organizational design boost your go-to-market strategy.
What questions will we explore?
What are the consequences of (ever) changing go-to-market strategies for organizations?
How does the organization serve the need for individual approaches to market stakeholders?
What does customer centricity mean for the internal division of labor?
What opportunities for change exist within already established structures?
What discourse among stakeholders is needed to put ideas into practice?
How does the organization set the focus for all functions to have an integrated strategy?