Overview
Our client was a global life sciences leader whose driving goal is to enable longer and healthier lives by connecting investment, talent and global expertise. Their strategy for doing so is based on acquisitions that enhance innovation and strengthening their existing business segments.
Looking forward, they had a series of key objectives and ambitions to work towards:
To make this vision a reality, the client needed to focus on building the organisational capabilities for innovation-led growth.
This meant developing a Minimum Viable Innovation System to support them in building new ventures. This system would be supported by three key pillars:
Our approach
The entire project was completed in just 3 months, from initial planning through to final rollout, including communication efforts and onboarding activities designed to inform and engage employees with the new system.
Broadly, the project followed a straightforward process. The first was to define what innovation meant for the client: in their case, it was to reduce disease burden for patients and healthcare systems, to foster operational excellence and deliver above-industry returns through their products, market differentiation, technology and partnerships.
Following this, we defined the client’s Innovation Thesis, Idea Lifecycle Framework and Innovation Process. Each framework was developed through an iterative process informed by interviews at all levels, workshops and industry best practice.
The aim of this process was to ensure that the company’s innovation system wasn’t decided solely by leadership but was informed by the challenges faced by employees each day, their diverse perspectives and needs, and the company’s culture.
We concluded the project with a company-wide call for ideas, giving teams the opportunity to test the newly developed innovation process and ILC framework in practice. This real-world trial not only validated the system but also allowed us to refine it based on feedback gathered during the development of submitted ideas, all within the structure of the new governance model.
Throughout the engagement, we ensured minimal disruption to the company’s day-to-day operations, working collaboratively and efficiently.
Our delivery team consisted of four people – a partner, senior consultant, analyst, and project manager – who together ensured strategic oversight, hands-on support, and smooth execution across all phases.
What the clients said
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