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Client Stories


Supporting market access and product launch


Key opinion leaders did not have a comprehensive understanding of the results of Bristol-Myers Squibb’s clinical trials. This was critical for the successful market access and product launch.


We undertook a national development program in biostatistics and clinical trials targeting key opinion leaders. Using a blended learning approach we delivered a complex key opinion leader management program, focusing on following issues:

Biostatistics for clinical trials

  • Importance of data interpretation in making effective treatment decisions

Design, analysis and interpretation of clinical trials

  • Types of data, descriptive statistics, the normal distribution, introduction to statistical inference, interval estimation, hypothesis testing

Data interpretation and practical application for medical doctors

  • General procedures and principles of clinical trials
  • Clinical trial design. randomization, trial size and data monitoring
  • Analysis and reporting
  • Systematic reviews and meta-analyses of trials.


Our key opinion management program was driving the success of market access and product launch.





Reshaping learning and development


British American Tobacco was looking for innovative and highly flexible ways of developing the soft skills of its mid-managers.


We reshaped the current new learning and development approach, integrating blended learning initiatives with a strong technology background. Key drivers behind the program design have been:

Ease of Access

  • One gateway through which staff could find out about soft skill development trainings both within and outside the organization, and collaborate with colleagues having similar interests and needs.

Greater Flexibility

  • Provide learning and development opportunities for a more diverse workforce with less emphasis on face-to-face trainings.

Reduced Costs

  • Costs of classroom trainings and travelling were significantly reduced.

Content in Business Context

  • Learning was tailored to embed the customer’s business messages, values and branding.

Modular Approach

  • To support future refresher ‘just in time’ training
  • Signposting to existing material: to maximize on other areas of investment.

Diagnostics, reporting and feedback

  • To align learning and development initiatives with skill gaps, personal development plans, and top management needs.





Competency-based development and talent management


Hartmann wanted to increase its business performance and optimize job rotations by complex competency development and talent management program targeting primarily blue collar employees.


We developed competency matrices, designed and delivered competency evaluation and reporting systems, supporting corporate competency-based learning and development.

The employee competency data reports were integrated with the development of personal development plans which may include formal instructions, on the job trainings, or review of current practices.

Our competency evaluation and talent management technology allowed managers to effectively plan organizational development and talent management strategies. The reports available are also useful inputs for managing critical skill shortages during vacation periods, successions, and career planning.


Knowledge management strategies and succession planning


Key talent was about to retire within a couple of years. There was an urgent need for a complex succession-planning program and knowledge retention.


We have developed a knowledge management and succession-planning strategy for MOL in-line with its glocal strategy and global efficiency ambitions of the head-office.

On-line learning and development content has also been developed along a global Business Education Program. One of the main objectives of the program was to provide key talents the possibility to build professional networks within the organization.

We have also developed an upstream knowledge management action plan, to identify key talents and retain their knowledge. Significant knowledge gaps have been filled and succession optimized.


Driving sales effectiveness and business performance


Pfizer wanted to increase its sales effectiveness by developing the sales skills of its sales representatives and sales managers.


The Sales Effectiveness Program was designed to include:

Problem-driven development

  • We focused on topics of shared interest where concrete improvements were needed. The problems selected for the program were those nominated by sales managers as being of pressing concern. The aim of the development program was to share ideas that can create an understanding of fundamental problems and generate practical outcomes that will lead to immediate performance improvement.

Cascading impacts on sales management and performance improvement

  • Based on the development needs that have been all highlighted at the above-mentioned phases, we have developed a complex learning management system and a wide portfolio of e-learning courses.


Sales representatives that need to upgrade competencies have seen that help was immediately available; their leaders and managers could get as involved in the process as they wished, and gained comfort with the fact that the action-orientation itself brought bottom line benefits to the learning and development process.




Optimizing product strategies across key therapeutic areas


Brand managers with strong medical and scientific background underperformed competitors in marketing and communication strategies


We helped the client to identify key unmet needs within their therapeutic market segments, as well as their differentiated answers versus competitors.

We also implemented key standards and processes for sales and marketing excellence (e.g. targeting, call quality, organization, marketing and sales interactions, metrics, people and performance, etc.).

Using our innovative consulting approach, we worked with brand managers across different product lines to understand their individual strengths and weaknesses and developed action plans to improve brand performance. Furthermore, we defined and implemented a portfolio of new initiatives supporting our client on its way toward sales and marketing excellence.


Knowledge management and increasing operational security for blue-collar employees


Lack of up-to-date, practical knowledge imposed significant operational security and safety risks at blue-collar workers.


We have implemented a complex knowledge management program focusing on blue-collar employees.

We have developed professional knowledge content across many divisions of the organizations, with following characteristics:

  • Resource/background materials: 1,950 pages.
  • Case studies: 15
  • Interactive charts: 1,500
  • Animations and simulations: 250
  • Short videos: 125
  • Interactive quizzes: 450


We also translated the ‘theoretical knowledge’ from textbooks, policies, industry standards and EU regulations into day-to-day practical knowledge, adapted to RWE’s processes and internal procedures.


Jobs-to-competencies mapping and global competency development strategies


Due to rapid changes within the telecommunications industry, Vodafone realized the need to review and standardized its jobs-to-competencies matrices, custom-tailor competencies, sub-competencies and skills definitions to market changes and integrate competency and performance appraisals.


Our jobs-to-competencies mapping methodologies and global competency development strategies contributed to lower the risks and increased performance by creating a focal point for expertise across the company.

We also contributed to further organizational development initiatives, as:

  • Competency-based learning and development
  •  Personal development plans
  •  Avoiding overlaps in jobs
  •  Enabling of job rotations


We applied international best-practices and benchmarks to deliver a high-quality and reliable outcome.