The needs
Like others in the industry, our client had evolved to focus on consumer-centred organisations, this required a transition of operational structures including developing and optimising processes to accelerate innovation in healthcare. Skarbek was providing transformational support to the client in several areas including innovation process development, PPM capability building and organisational learning. On this basis, when the client faced the challenge of maintaining project momentum during change implementation, they asked for our help to;
- Lead priority R&D projects
- Build robustness in processes and project leadership.
Innovations requiring immediate intervention and support were confirmed. The Skarbek team deployed, and verified the unique needs of each, aligning on a clear set of objectives and deliverables with the Stakeholders.
How we helped
Skarbek partnered with our client, embedding 2 highly experienced team members to deliver direct execution support and R&D technical leadership across 8 prioritised innovations, this included:
- Conducting project health checks to triage current issues and risks, baselining documentation and process robustness and establishing the appropriate drumbeat for governance and reporting.
- Delivering specific interventions to address gaps and challenges identified, including leading risk workshops, conducting detailed R&D planning sessions alongside implementing, and training in standardised tools.
- Identifying gaps, understanding and capability across both R&D and the wider Core Team and addressing these through coaching and training.
- Leading the onboarding for newly appointed R&D technical leadership roles to ensure seamless handover of projects.
The results
Over the supporting period, the interventions delivered generated significant improvement in the delivery confidence across the portfolio of initiatives.Each project was handed over with a roadmap covering key activities and focus areas to continue improving the probability of success.
Best practice tools and techniques were incorporated throughout, this included establishing RAID logs, building granular timing plans, and utilising novel approaches to manage risk. Optimised governance was established, improving team engagement and structured weekly stakeholder communication provided visibility of the key risks, issues, and achievements plus clarity on escalation areas.
Observations were recorded with recommendations provided, where applicable these were actioned directly through the projects to elevate ways of working, and also incorporated into capability building;
- Coaching provided both 1:1 and within project teams
- Structured onboarding and leadership sessions with appointed technical leads
- Delivery of topic-based 2-hour webinars to >100 attendees from regional R&D
The positive impact of demonstrating and building best practices within active projects was recognised by both stakeholders and the project teams. The model is now under evaluation for additional regions to improve innovation delivery confidence.