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Pharmaceutical Distributor Governance and Transition Management
Background
The client outsourced their IT application and infrastructure support organizations to a tier-1 service provider. The retained team was not fully staffed initially, which limited their ability to manage theworkload related to transition and governance. Transition milestones were not achieved as planned. Governance meetings needed to be established with agendas aligning to operational stabilization as well as strategic directions. Daily operational triage had taken precedence over strategic planning and focused governance topics.
Approach
The W Group assessed the state both of the transition planning process and the governance model’s implementation status. The W Group also provided staff augmentation and coaching to the client team.
The transition plan provided by the vendor did not effectively address the client’s business continuity concerns and transferred responsibilities. Our knowledge of vendor service delivery and systems requirements helped us develop plans and facilitate the appropriate data gathering, procedure refinements, and tracking mechanisms to meet the planned timeframes.
The W Group provided oversight of the comprehensive project plan and management escalation processes and criteria to resolve delivery issues as they arose. Process triage was a focus as the duties were transitioned to the vendor. Additional focus was provided for implementing processes and procedures for interactions between the provider and the client.
Governance performance issues were addressed by using our knowledge of best practices and the contractual obligations to refocus the teams from primarily tactical issues toward a more advantageous balance with strategic needs.
Governance committees were organized on three levels – executive, steering, and operations. We created processes, reporting, and communications addressing tactical issues, and used that information to drive process improvements to prevent recurring challenges.
The W Group documented strategic relationships for improvement. These matters were addressed with action plans, reporting, and communications at all levels of governance to change the expectations of both parties and realize the intended value proposition in the outsourcing agreement.
Results
The transition plan was refined with executive commitment to milestone attainment.
Both parties were held accountable and escalation was enforced to address performance concerns.
Governance functions were formalized, with roles defined and membership commitment redefined.
Strategic issues became a topic at every meeting to maintain focus on the bigger picture as progress was made toward holistic goals and tactical issue resolution.
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