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Covid-19 is accelerating business transformation in the Healthcare and Lifescience sectors. The businesses which will be successful in this period of uncertainty are those which are able to embrace innovation and bring new propositions to market despite challenging headwinds on funding, working capital and supply chain integrity. Even before the pandemic, both sectors were facing a compelling need for change. The pressures on the NHS were well documented and the social care sector required new thinking. Drug regulation and long sales cycles created complexity and the fast pace of innovation added further challenges. Businesses involved in developing or producing pharmaceutical, medtech or digital health products faced many questions linked to patient experience including:

• new technology such as robotic surgery
• improving clinical trial outcomes
• ensuring greater participation including women, minorities and older patients
• and ensuring improved access to and better use of data.

Disruptive procurement is the process of creating real business value and competitive advantage by:

• deconstructing what the business really needs,
• challenging established business processes,
• leveraging knowledge from outside the normal points of reference, and
• designing, assembling and managing the supply chain in new and innovative ways.

Different businesses have different objectives and priorities. Some are focused on reducing debt and improving short-term cash flow whilst for others, top line growth is what it’s all about. But all seek to do more with less.

The focus is not just on saving money but maximising Enterprise Value (EV) for the future. In many growth businesses the team responsible for Marketing is lean and there is more reliance on 3rd party support. The CMO will typically have a broader remit beyond the traditional focus of promotion / marketing comm’s. This will include the CMO having direct input and responsibility for pricing, product innovation, business strategy & customer experience (CX).

The CFO needs to understand the path to value and when assessing how your business currently operates, we suggest you ask the following 14 key questions;

Property directors and facilities management companies are always under pressure to reduce costs in everything that they do, but there often comes a point when a cheaper alternative fails to deliver the service that is required.

Many, many articles have been published in past weeks, all attempting to assess the current crisis and foresee future impact. 

From politicians, economists, supply chain experts, Big 4 consultants and Futurists like Gerd Leonhard (very interesting), it is easy to feel overwhelmed and confused. 

Property directors, estate directors, head of acquisitions, facilities director….whatever your title and whatever your industry, reducing total cost of ownership (TCO) and mitigating risk are two of the major aspects of your responsibility.

The majority of us are at home with our families, trying to work whilst keeping safe and entertaining the children.  There is rightfully much in the news about the NHS and essential key workers who are doing such important jobs. 

Disruptive procurement is the process of creating real business value and competitive advantage by:

• deconstructing what the business really needs,
• challenging established business processes,
• leveraging knowledge from outside the normal points of reference, and
• designing, assembling and managing the supply chain in new and innovative ways.

“Disruptive procurement” uses knowledge of the entire supply chain to challenge requirements and drive out business benefits far in excess of any improvements in margin.