Case Study of a fairly recent project for CEO of Life Science firm to redo the Product Development Process from concept to commercialization.

1. Product Development Redesign Life Sciences Company
Well-known International Life Science Pioneer
Jay Martin Q-New Product Development Life Sciences.ppt 1

2. The client was having significant financial challenges, and needed to
improve and speed up its ability to get new products to market.
Jay Martin Q-New Product Development Life Sciences.ppt 2
Product Development Redesign Situation
• Company had tried to redesign the process at least 4 times in 5 years
• Rapid growth of company prevented formal processes to be developed
• Time-to-market for launches was both critical, and an area of poor performance
• Had gone years without launch of a major new product
• Sales force structure (direct sales) added more risk to defection to competitors
• Large number of new people in key functions in process (Marketing & SCM)
• Client’s financial situation was deteriorating in parallel with a rough economy
• New countries were of interest, and new product variants needed to be launched
• Key staff in relevant functions were overwhelmed, confusion regarding process

3. Product Development Process had been an internal focus of various
efforts, but the client finally requested our assistance.
2009 New
Product
Management
Jay Martin Q-New Product Development Life Sciences.ppt 3
Product Development Redesign Assignment
Placemat
Gantt Chart
SIPOC
Global
Product
Marketing &
Launch
Process
Marketing
Ideation
Initiative
Objectives
XXX
XXXXXX
XXX
• Cross-functional / jointly developed
• Process redesigned from end-to-end
• Interactive via workshops & interviews
• No documentation of ‘what we do’
• Focused on CPG / OTC Best Practices
• Heavy detailed processes
• Led by outside consultants
• Includes process variants
• Structured implementation plans/tasks
Various Client Project Initiatives

4. Our team utilized a proven four phase approach which lasted
approximately six weeks.
Jay Martin Q-New Product Development Life Sciences.ppt 4
Product Development Redesign Approach
Best
Practices
& Process
Structure
Process
Development
& Refining
Finalize
Future State
Process
Roadmap
& Action
Planning
1 2 3 4
• Project start
• Data analysis
• Best Practices
• First draft
• Conceptual ideas
• I.D. process variants
• Write up presentation
feedback and distribute
• Conduct interviews
• Compile interview results
• Further refine new
Product Development
Process (v3)
• Validate new Process
discussion results
• Workshop on final
process details
• Future State process
& details developed (v4)
• Future State validated
with key stakeholders
• Review applicability
across other
business/product areas
• Review different
variants of the process
• Create an overall
plan to transition to
Future State
• Develop an Action
Plan related to non-process
type changes
• Discuss/evaluate
different methods of
implementation
Deliverables
• Process Map(s) / Flow Charts
• Process Details
• Roadmap for Implementation

5. The joint client team created a new process for Product Development
Process Redesign.
Jay Martin Q-New Product Development Life Sciences.ppt 5
Product Development Redesign Results - Overall
• Detailed documentation the process, with detailed pages and flow charts
– Level 1 – 5 Phases & a Claims Sub-Process
– Level 2 – 67 Steps
– Level 3 – 438 Activities
• Variants at the Process Level and also Phase Level if applicable
• Check lists at key points in the process to ensure adequate completion
• Assumptions / Decisions / Questions relating to each Phase and Step
• Implementation Plan with starter list of all the required items to proceed
• Provided client with a deck showing “Leading Practices”

6. Phase 4
Phase 5
Product Development Redesign Results – Level 1 Process
Jay Martin Q-New Product Development Life Sciences.ppt 6
Phase 1
Ideation
Phase 2
Definition
Phase 3
Develop
Launch
Post
Launch
New product
concept
approved for
definition
• Is there a market opportunity?
• Have ideas been researched
that warrant deeper
assessments?
• Does this fit with our
strategy/brand/portfolio?
Concept
approved for
full
development
Product ready
for roll-out to the
Sales Force
Product
successfully
launched
Project due
diligence to
understand
what went
right/wrong
• Can we produce a
concept that matches
expectations?
• Is the CXO on-board?
• Does the product that is being
produced meet the same criteria as
those set during Definition?
• Does the product fit with the
business case?
• Was the forecast accurate?
• Are we able to meet demand?
Output
Gate
We used a proven Best Practice 5 Phase process template as the
outline for the future state Product Development Process Redesign.

7. Product Development Redesign Results – Level 2 Process
R&D & Marketing SVPs
and Directors
Jay Martin Q-New Product Development Life Sciences.ppt 7
Phase 1 – Ideation – Process Steps
# Name Description
Submit Ideas
• Submit ideas into process; provide methods
to communicate with
1.1
Participants
Multiple areas
1.2 Gather Ideas • Gather ideas for Directors, delete obvious R&D & Marketing staff
1st Screen
Harvest
• First Screen – delete ‘chaff’ from list, add
details & prepare for SVP review
1.3 R&D & Marketing Directors
2nd Screen
Select
• Second Screen – SVPs review, discuss
which ones merit further analysis/scorecard
1.4
R&D & Marketing SVPs
and Directors
Scorecard /
Due Diligence
• Complete Scorecard & Preliminary
Financials, deliver to SVPs & Directors
1.5
Marketing staff with support
from other functions
Senior Executive
Preparation
• Review analysis and prepare to present to
Senior Executives (eliminate any in advance)
1.6
3rd Screen
Kick-off
1.8 • Third Screen – approve opportunities/timing
C-Level Executives, SVPs,
other staff as needed
1.9 Assign Team • Assign Product Execution Team & Leader SVPs and VPs
1.10 Convene Team • Form Product Execution Team
Marketing, R&D, SC,
Quality, Regulatory
Sub-Committee
Review
• Present idea to Product Sub-Committee for
feedback and discussion
1.7
Marketing and Product
Sub-Committee

8. Product Development Redesign Results – Level 2 Flow Diagram
Jay Martin Q-New Product Development Life Sciences.ppt 8
Phase 1 - Ideation
1st 21nsdt 3rd
Who 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15
Product Sub-Comm
Suppliers
Senior Executives
Other Functions
Marketing
CMO
Marketing Director
R&D
R&D SVP
R&D Director
Supply Chain
Supply Chain VP
Regulatory
International
Optional, possibly consultation if required 1st
Screen number
Sales Force

9. Product Development Redesign Results – Level 2 Details
For each of the Level 2 Steps identified, we provided a great deal of
detail as well as Level 3 Steps (Activities).
One last time before launch moves forward, discuss product, marketing
materials, training, recruiting and promotional plans with key Associates
and others to obtain feedback
Jay Martin Q-New Product Development Life Sciences.ppt 9
4.1
Owner Marketing
Sales Force feedback is provided; needed changes in marketing materials identified
Inputs
• Sales collateral
• Training materials
• Customer tester lists
• Launch planning
Outputs
• Sales Collateral revised
• Training revised
• Launch planning revised
Activities (Level 3)
1. For each of the three groups, prepare a specific agenda and look
to get information on our assumptions of the production forecast
2. Information discussions with Product or Category Task Force
3. Create a deck about the Product and Launch Plans
4. For Product Sub-Committee, have regularly scheduled calls or
have an ad-hoc call or meeting to discuss
5. Obtain feedback on marketing materials, other communications,
6. Revisit assumptions around launch volumes and forecast
7. Check to understand impacts or risks related to contingencies
8. Provide feedback to Marketing staff needing to make changes
Metrics (Potential ones to track)
• Accuracy /need for changes to forecasts
• Time
• Cost of revisions / discarded materials
Ideas / Issues / Problems
• Not expecting to make changes, as much
as provide key people advance information
and assistances with the roll-out
Review Launch Plans
Gate
Note: For the Steps in the Claims Sub-Process, they did not warrant this level of detail.

10. Product Development Redesign Results – Level 3 Checklists
To support senior level client control and management of the
process, we also created Checklists for key points for each phase.
Jay Martin Q-New Product Development Life Sciences.ppt 10
Owner
Regulatory
Step Item / Question
Were rejected ideas logged into the system?
Has Regulatory seen this and is okay?
Yes No Skip Sign-off
1.2
1.3
1.4
Legal Is this from the outside and were patent issues addressed?
International Was International (people / countries) consulted / included?
Supply Chain If from a Supplier, were proper disclosure forms obtained?
Marketing
Was the impact on existing products considered?
R&D
Were all sources for ideas reviewed for inclusion? Yes No Skip Signature
Were all valid ideas logged into Sharepoint?
Did you review Internet to see which ideas to evaluate?
Marketing
Were rejected ideas logged into the system?
R&D SVP Do we expect that we will need to plan for a Clinical?
Were the inputs for the Scorecard researched?
Was the Scorecard value calculated?
Was the appropriate Go-To-Market information found?
Did (CXOs, SVPs) request additional research? Was it found?
Was a preliminary Product Positioning Statement created?
Was a PDR created? Was all the info entered from the above?
Have you reviewed this checklist before giving to the SVPs?
Yes No Skip
Yes No Skip
Yes No Skip
Yes No Skip
Yes No Skip
Yes No Skip
Yes No Skip
Yes No Skip
Yes No Skip
Yes No Skip
Yes No Skip
Yes No Skip
Yes No Skip
Yes No Skip
Yes No Skip
Yes No Skip
Yes No Skip
Yes No Skip
Signature
Signature
Signature
Signature
Signature
Signature
Signature
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Signature
Signature
Signature
Signature
Signature
Signature
All Is this idea a Fast Track initiative or CEO priority?
1.5
1.6

11. Product Development Redesign Results – Process Variations
To provide the client with flexibility for all types of development, the
team arrived at (6) different variants below.
# Name Description Driver What is ‘New’
Jay Martin Q-New Product Development Life Sciences.ppt 11
1 End-to-end development by
Full Internal
Development
internal staff
New initiative Everything
2 Contract
3rd Party R&D/Development
Development
organization completing work
Client hires other
firm to do
Everything
3 Changing formula (quality or
Formula
Change
material) for a product
Improvement or
new material
Material(s) or
formula (qty)
4 Switching suppliers or adding
Supplier
Change
2nd source for material
Additional
supplier required
Supplier (and
mfg capabilities)
5 Non-product change
Packaging or
Label Change
executed
Marketing or
claim reqmnts
Package/label
6 Entry into a another country
Product
Extension
with an existing product
Existing product,
new country
All (possibly)
Country reqmnts
Definitions:
Variants – top level process options to facilitate efficient processing
Scenarios – changes within phases regarding idea sources and priorities which will allow steps
to be eliminated/changed for efficiency
Inside the process details we discussed how each of these variants
impacts the process flow and steps required for completion.

12. The project was a huge success, and the client asked us to develop
training and come back to support the implementation.
Jay Martin Q-New Product Development Life Sciences.ppt 12
Product Development Redesign Results
• Immediately after final meeting, client contacted our Project Lead for additional
work. Client COO rehired CI a few years later for Supply Chain work.
• Client CEO commented ‘I think this could be a world-class process’
• We created an implementation plan with tasks and decisions required
• Former SVP of Supply Chain at client contacted us regarding additional work at
new employer.
• Any questions, please contact:
• Jay Martin
• jay@chiefinnovation.com
Project was done in partnership with RPC-Solutions