Correspondence: Pablo Erat, Pablo Erat Executive Insight, Metallstrasse 9, CH-6034 Zug, Switzerland. Tel: +41 79 469 41 90; Fax: +41 41 711 52 51; e-mail: pablo.erat@executiveinsight.ch

¹is a partner at Executive Insight, a professional services firm focusing exclusively on the healthcare industry. For over a decade, he has helped leading healthcare companies in Europe develop and implement novel marketing and sales strategies and transform their organisations to better foster knowledge creation and innovation.

²is a manager at Executive Insight. Over the last ten years, he has worked with executives to lead organisational and cultural transformation processes across a number of industries. He is now focusing his expertise in leading change, organisational effectiveness and leadership coaching in the healthcare industry.

Abstract

In recent years, the healthcare environment has become increasingly networked as a growing number of interrelated stakeholders are gaining decision-making power in the prescription process. The authors argue that companies that do not adjust their organisations to these changes will loose ground to the competition. These companies will find it increasingly difficult to support their traditional target customers and will not be able to address the dynamic needs of important nonprescribing stakeholders. The paper provides an organisational design framework and ideas of how companies can re-organise their commercial operations to remain viable in the future. Two cases present a practical understanding of innovative organisational design.