A fast-growing and rapidly expanding multinational biotech company needed research to inform its decision-making on how to re-structure is ‘outgrown’ internal and external communications function. They wanted to place a strong emphasis on the role of digital within it. We recommended a large-scale strategic qualitative study to provide them with the insights necessary to define their new communications approach.
We recommended involving stakeholders within the business as well as key opinion leaders in the therapeutic area. We conducted internal and external interviews globally, encompassing Asia, Europe and North America. Internal stakeholders included the full C-suite and VPs from comms, marketing and R&D functions within the business. External insights were sought from globally recognised and published key opinion leaders.
Clear direction as to how the newly expended structure show be organized, including chain of command. The proposed structure was overlaid with insights from internal interviews to address needs and current frustration with existing structure. Our recommendations provided clear guidance as to how digital communications (internal/external) was required to be more integrated, cross-functional and central to achieving the company’s stated goals.