GlaxoSmithKline

inn-vision (then trading as Performance Advantage) and PSC began working with GlaxoSmithKline (GSK) in 2000. We secured an assignment within the European Clinical Development and Medical Affairs (CDMA) division to develop a balanced scorecard and associated performance management processes. CDMA represented a uniquely complex organizational problem as each country and therapeutic area had its own objectives with little cross-functional visibility at the divisional level. The management board was large and diverse with English not the first language of many of the participants.

Our assignment ran over one year. We initially interviewed over 20 senior management personnel and developed a strategy map that provided a common view of CDMA strategy that functions would later align to. We also developed a scorecard of Key Performance Indicators (KPIs) that tracked progress towards agreed objectives. The scorecard was successfully adopted by the management board and used to run the bi-monthly management meetings. Inn-vision was retained to assist with rollout at board-level, including the selection and implementation of a software system to manage KPIs and reporting.

Subsequently we secured a nine-month engagement with GSK’s global supplier management group responsible for the outsourcing of clinical trials representing hundreds of millions of dollars each year. This engagement coincided with new global product development strategies from the main board. The assignment met three major objectives for the organization, namely to:

This assignment identified major project management and control issues within the multi-billion dollar development function. This led to a further assignment, working with PSC, where we highlighted the project management risks for the business and introduced best-practice project and program management concepts into the organization.

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