Clarise Lacerda, Emeritus Professor Geoffrey Bick
Abstract
Change has become a constant in life and in business. Legislation changes, markets evolve, competitors acquire new capabilities; and with this maintaining a competitive advantage has become increasingly difficult. To capitalise on potential opportunities presented, the pharmaceutical company Sanofi has decided to transition the country sales models in Europe to a regionally managed Go-to-Market (GTM) omnichannel strategy. The aim of this research was to determine the organisational adaptations required for the change management of an omnichannel GTM strategy.
An exploratory qualitative approach was adopted, collecting data through online interviews from a purposive sample of thirteen experts from both inside and outside the organisation, and content analysed with Nvivo software and manually to identify common themes. Key findings from the study identified that the critical factors for implementing a strategy change lie within the areas of stakeholder management, context and environment, communication, performance management, and change management; while organisational adaptations are needed within the areas of communication, organisational alignment, performance system, and agility. Managerial implications were provided through a suggested Project Analysis Framework, which was developed from the findings, to guide the change management required.
An exploratory qualitative approach was adopted, collecting data through online interviews from a purposive sample of thirteen experts from both inside and outside the organisation, and content analysed with Nvivo software and manually to identify common themes. Key findings from the study identified that the critical factors for implementing a strategy change lie within the areas of stakeholder management, context and environment, communication, performance management, and change management; while organisational adaptations are needed within the areas of communication, organisational alignment, performance system, and agility. Managerial implications were provided through a suggested Project Analysis Framework, which was developed from the findings, to guide the change management required.