The profession is facing seismic changes as modern pharmaceutical models demand increasing value for money. A greater focus on clinical services, digital engagement, new contractual arrangements, and interdisciplinary working ultimately spells ‘change’. But how is change implemented successfully?

Consultants McKinsey & Co claim that 70 per cent of all change programmes fail¹. Failed initiatives display some common characteristics:

• Lacking a compelling reason – employees need to know why change is necessary. Simply telling them what will happen does not promote engagement
• Forgetting change affects people – involving your team early in the change process will reduce the fear factor and address resistance proactively. It is people who ultimately deliver change
• Lack of effective leadership – poor planning coupled with ineffective transitioning certainly breeds failure. Change is continuous. A poor change leader ignores internal politics and personal agendas
• Change fatigue – employees have seen and heard it before! Previous initiatives have failed. Starting and stopping initiatives can cause change fatigue
• Methodology madness – using multiple change models, the latest trends bundled with complicated management lingo is a recipe for disaster
• Ignoring the small wins – recognising and celebrating quick wins along the journey strengthens employee motivation and engagement.