Digital transformation is not a technological race. Success comes when people adopt new ways of working. A global pharmaceutical company learned this while deploying its omnichannel strategy for personalized, data-driven engagement. Despite a uniform rollout, execution varied across affiliates, thereby limiting overall impact.
Eraneos was brought in to align priorities, facilitate knowledge-sharing, and turn a bold vision into measurable results.
"What I am most proud of is how we brought clarity to a complex challenge. The client’s goal was clear, but the path forward wasn’t. Our first and most critical step was to define that path. By introducing project governance, we gave them the methodology to move from a question to real, tangible outcomes. Seeing the client embrace that structure was incredibly rewarding."
Omnichannel strategy to maximize customer engagement
The global omnichannel strategy was launched with a bold ambition: to empower local teams through a suite of digital tools and channels designed to elevate customer experience. While the global organization provided platforms and high-level guidelines, affiliates were given broad flexibility to adapt them to local needs.
That flexibility, however, became a barrier. Without clear governance or accountability, adoption varied widely. Some brand teams embraced the tools effectively; others used them selectively or inconsistently. Teams with limited capacity often struggled to implement them at all.
The global self-assessment tool, intended to track adoption, also had limitations. It only allowed scoring at the overall capability level (26 in total) without room for comments or insights on underlying questions. On paper, results looked consistent across teams. In reality, application, adoption, and impact varied significantly.
“When the client rolled out its global baseline self-assessment in late 2024, the results painted a misleading picture. Because the tool only allowed scoring at the overall capability level, without space for comments or insights, adoption appeared consistent across teams. Yet beneath the surface, the way tools and channels were applied varied significantly.”
This disconnect highlighted a deeper truth: performance was being measured by whether tools were deployed, not by how effectively they were applied or the value they created.
A structured project management approach
The client had a clear destination in mind but lacked the roadmap. Eraneos introduced a structured project management methodology—an approach not yet standard within the client organization, but essential to ensure consistency and impact.
The core of this approach was a series of deep-dive workshops with each brand team. Success relied on creating an environment of trust and solution-oriented dialogue:
“We had to set the stage very carefully. Our role was to facilitate discussions, while ownership remained firmly with the client’s project team. This ensured that insights were internalized, not just heard. Heat maps derived from assessments were positioned not as evaluations but as awareness tools, in this way shifting the dynamic from a top-down audit to a collaborative exploration. This built trust, buy-in, and lasting change.”
From insight to action
Beyond the workshops, success came from close, hands-on collaboration with each brand team. Eraneos helped translate insights into concrete action plans, identify priorities, and define next steps. Ownership, however, remained with the teams, with the client’s project team tracking progress over time.
This approach ensured a move from general awareness to measurable results:
- 49 tailored actions aligned to the needs of individual brand teams, each with a clearly assigned owner for accountability.
- 7 affiliate-level initiatives, each supported by its own project charter to guide planning and execution.
The project moved quickly, from the initial baseline assessment in December 2024 to detailed, actionable plans by May 2025. Internal teams are now equipped and ready to execute.
Lessons for the life sciences industry
This project illustrates a key insight: digital tools are only as valuable as the people who use them.
Many life sciences companies launch ambitious omnichannel programs but measure success by deployment, not application. This leaves critical performance gaps hidden and prevents scaling what truly works.
Progress here came from shifting focus to behavior, ownership, and shared learning. Teams that excelled were encouraged to inspire others. Change was built from within, replacing top-down directives with collaboration and peer learning.
Eraneos played a guiding role by bringing structure and clarity while ensuring teams remained in control of the change process. Practical collaboration replaced abstract planning, and learning became part of daily operations.
“The real opportunity is not just in the tools, but in enabling teams to learn from each other and apply what works.”
Takeaway
For life sciences, the lesson is clear: technology is only part of the equation. Real transformation happens when organizations invest in people, processes, and the capability to continuously improve together.
Seline Goudeketting
Senior Consultant, Sourcing & IT Advisory