Structure

Facts: Many small and medium-sized biotech companies (product, platform or diagnostic based), and similar service providers in the Discovery area, are organised as 'mini-pharma companies'. Size, product cycle, speed of change and a frequent entrepreneurial foundation should, however, be assets that may have a better home in alternative (not necessarily conventional) organisational structures, very often not explored. The 'mini-pharma' model may be one of the most unsuitable models to follow.

Objectives:

To explore all possible options for an optimal organisational structure, using criteria specific to the company's stage of growth. To allow a rational decision making process to define the most preferred option. To put in place a change plan and execute it if needed to move to an alternative organisation.

Activities:

With an internal team, we develop a set of potential organisational options and of a set of criteria to rate them. One-and-a-half day 'Architecture workshop' using simple modelling tools to explore the matches. Final recommendations and decisions. A post-event second workshop with a sub-group to map the change process to switch to a new form of organisation or simply to adapt to a now preferred alternative. Change process facilitated.

Outcome:

A vision of organisational possibilities beyond the conventional ones. A collective decision on a most preferred organisational structure, achieved via broad buy-in. A change plan and facilitation of execution of the change.

When?

Having reached a minimal level of complexity. Perhaps after a round of funding, pre or post IPO, to ensure that the organisational structure is the most suited to execute the strategy.

Typical Time Frame:

This is usually a 3-6 month intervention when including the implementation of changes. Decision point can be achieved at week 3-4.