How Agile Strategy In Life Science Delivers on Innovation
Agile is all about adapting to change; it was built on the foundational principle that business drivers will change and the development teams must be ready to adapt.
In the new era of globalization, teams of functionally oriented executive decision makers sometimes struggle to formulate and act on integrated, coherent and effective strategies for end to end delivery. The traditional hierarchical control model, although carefully applied to historical and current organizational level arrangements have been ineffective in creating optimized synergies to resolve the obstacles that hinder and delay organizational innovation.
The Agile strategic framework which originated from proponents of the software industry is a series of theories, tools and, strategies. Working to create pathways of adaption to change to improve the reiterative processes used within organizations. When applied effectively Agile enables pathways of improvement by centering value on communication, trust, alignment, and delivery.
Founded in 2001 Agile has been applied across industry specialties with companies such as, Hoffman la Roche, Raytheon, and Spotify. All relying on efficient delivery timelines and a desire to prioritize people and interactions over tools and processes. A key benefit of Agile principles is the cascading collaborations and sharing environment throughout a matrix organization. Agile has been shown to be much more dynamic than the hierarchical organizations. An Agile framework enhances organizational culture becoming a source of competitive advantage when new organizational behaviors are applied.
Main differences between traditional and Agile organizational teams
Agile Ignites A Collaborative Mindset
Igniting a collaborative mindset, Agile provides benefits to both the enterprise and employees; it leads to efficiency, and cost saving, and shared leadership. Our experts work with clients to analyze their bottle-necks, processes and delivery of life saving products to enhance their organizational framework, tools and, efficiencies to create good practices. Companies that enable better functional stakeholder behavior and decision making benefit from an Agile organizational team’s ability to better resolve and manage lifecycle operations. Creating greater transparency to allow integral functions and decision makers to better manage periods of disruption and change.
At The Heart of Agile Is Leadership
Competency of leaderships communication, flexibility, and creativity are essential behavioral assets for functional and executive decision making in a growing and sometimes unpredictable industry or product portfolio environment. These behavioral competences allow an Agile framework to enhance and enable the characteristics needed to successfully apply adaptive delivery cycles, and technology
Agile framework delivers customer value through innovation and leadership.
For this reason, successfully addressing the characteristics of an organization enables the executive and agile leadership to successfully support the implementation of Agile within the company work streams. With flexible characteristics to drive culture and create people orientation and collaborative leadership styles, within small self-organizing teams. Applying an agile framework into a organization’s processes will help to utilize the core competencies that are needed to execute and deliver on highly complex and uncertain product portfolios from conception to market consistently and efficiently. There is room for life science subspecialties such as biotechnology, specialty chemicals and biopharmaceutical to become more efficient while removing unneeded reiterations of productivity that are shown to neither improve quality or decision making. To be agile, an organization needs to be both dynamic and stable. Dynamic practices enable companies to respond nimbly and quickly to new challenges and opportunities, while stable practices cultivate reliability and efficiency by establishing a backbone of elements that don’t need to change frequently.
We measure the benefit and effect of Agile use in life science organizations by measuring two dimensions of success: efficiency and overall stakeholder satisfaction against organizational goals. Moderating effects that impact the success of Agile are also measured such as, perceived quality of the vision/goals of the portfolio, portfolio/program complexity, and portfolio team experience. Across industries Agile has consistently had a positive impact on all dimensions of a business’s enterprise success.
Agile acceptance and implementation is growing with notably higher success in the life science industry. Due to the complexity of product, project delivery, matrix team customers and external stakeholders. Agile use in high technology and vendor services (CROs, and manufacturing partners) also enhances partner synergies. Its ongoing diffusion in specialty markets has proven to have a high success rate (p >0.1)3 across multiple industries, with life science companies poised to show the greatest benefit. Allowing for innovation that has a powerful impact on growing and established business cost effectiveness. Giving executive leadership confidence in their company’s preparedness for continuous improvement and disruption.
1. Fowler M, Highsmith T., (August 2001) Agile Manifesto http://users.jyu.fi/~mieijala/ kandimateriaali/Agile-Manifesto.pdf
2. Serrador P., Pinto J. (January 2005) Does Agile Work? -A quantitative analysis of Agile project success. Science Direct. http://dx.doi.org/ 10.1016/j.ijproman.2015.01.006.
3. Serrador P., Pinto J. (January 2005) Does Agile Work? -A quantitative analysis of Agile project success. Science Direct. http://dx.doi.org/ 10.1016/j.ijproman.2015.01.006.