O conteúdo deste relatório é extraído da contribuição do BCG para a contribuição do BCG para o BCG. O livro foi desenvolvido em conjunto com a Universidade de St. Gallen; editado por Thomas Friedli, Prabir Basu, Daniel Bellm e Jürgen Werani; e publicado em novembro de 2013 por Springer. Leading Pharmaceutical Operational Excellence: Outstanding Practices and Cases. The book was developed in conjunction with the University of St. Gallen; edited by Thomas Friedli, Prabir Basu, Daniel Bellm, and Jürgen Werani; and published in November 2013 by Springer.
Foi uma história cada vez mais familiar. A well-established and successful biopharma-production site, accustomed to large, relatively stable production volumes for blockbuster products, was starting to see the effects of wider changes in the industry: products going off-patent, fewer products coming through the R&D pipeline, and a shift from churning out blockbusters to ramping up new, smaller products and focusing on the increasingly competitive period after the loss of product exclusivity. Essas tendências macro estavam criando novas pressões para o local de fabricação, incluindo demanda reduzida e mais volátil, menos certeza sobre volumes futuros, pressão de custo muito mais intensa e mais necessidade do que nunca para fornecer os níveis mais altos possíveis de qualidade, o objetivo de serem melhores. Se os funcionários não tivessem sido capazes de concretizar investimentos anteriores em mudança, quaisquer novas iniciativas de desempenho provavelmente não pagariam conforme o planejado. O site seria incapaz de avançar do desempenho que atendia às expectativas de desempenho que os excediam. A preocupação da alta gerência-agitada em idioma como "Como diabos podemos alcançar uma mudança de etapa no desempenho sem nosso povo totalmente a bordo?"-era típico das preocupações de muitos executivos de operações de biofarma. Chamamos isso de abordagem ABCS -
Leadership’s underlying worry was that the organization might not be sufficiently ready, willing, and able to meet the site’s goal of becoming operationally best in class in this brand-new production environment. If employees were not able to bring to fruition earlier investments in change, any new performance initiatives would likely not pay off as planned. The site would be unable to advance from performance that met expectations to performance that exceeded them. Top management’s worry—couched in language such as “How on earth can we achieve such a step change in performance without our people fully onboard?”—was typical of the concerns of many biopharma-operations executives.
Because of these concerns, this biopharma-manufacturing site tapped into the science of behavior to tackle areas in which employees’ actions fell short and thereby impede transformative change. We call this the ABCs approach— Antecedentes Ativar Comportamentos, e o comportamento do comportamento do comportamento 3540 consequences of those behaviors are what truly motivate behavioral change—which is based on a simple principle from behavioral science. Indeed, all organizations, including biopharma production plants, can leverage basic facets of behavioral science to substantially improve operational efficiency and effectiveness. The science brings behavioral data into the workplace, establishes and accelerates feedback loops, and deliberately shifts the balance of positive and negative consequences to reward the most appropriate actions. The result? Highly engaged employees who consistently behave in ways that lead to operational excellence.
The Boston Consulting Group’s longtime study of change management and our wide-ranging empirical work across many industries and regions show that successful transformation is not just about making technical changes to manufacturing and supply chain processes. It is about getting all employees to change their behaviors so that they can respond effectively to the dynamic state of the business—and drive value throughout that business. It is about getting people to use the new processes fully, quickly, and consistently.
In a nutshell, biopharma manufacturers have to change change itself. The best way to do that is to focus on the people side of change.
Acknowledgments
The authors would like to acknowledge the contributions made by members of our extended team, including Elizabeth Lyle, Frank Cordes, John Curry, Benedict Shuttleworth, and Julia Madden.
