Roche: Preparing for the Future of Pharma
How Roche worked with Headspring to change mindsets, enhance leadership skills and capabilities to get ready for the future of global informatics.
Aptar is a global leader in the design and manufacturing of a broad range of drug delivery, consumer product dispensing, and active material science solutions.
Founded in 1992, through the merger of existing companies in the U.S, France and Germany, Aptar has grown to become the world leader in its field, with strong expertise in engineering.
Throughout the years, Aptar has maintained a consistent level of innovation which has helped them to remain competitive while keeping up with pressures from corporate clients and end-consumers. The company faces in their day-to-day the pressures of having to reinvent themselves to stay ahead of the curve when it comes to innovation and sustainability in manufacturing.
With prolonged success comes the risk of complacency.
This is especially a threat for larger corporations, where it’s easy to get tunnel vision in strategy and risk-taking becomes so limited it stifles innovation. Aptar’s has a long tradition of excellence, but also a perfect recipe for future complacency within teams who have faced continued success.
Aptar was quick to identify the risk of complacency well ahead of time and decided that they needed external input to ensure they were not too internally focused. Together with Headspring, they created CAMPUS Leadership for Growth – a program developed to bring this outside-in perspective into Aptar whilst building on their customer centricity model.
CAMPUS, the program, was planned in London, Tokyo & São Paulo over six months, with three face-to-face modules and online interactions between them. The cohort consisted of 25 high-potential participants, half in senior roles and half in junior roles. Learning groups were also created for peer-to-peer support in implementing new ideas after the program.
As the Covid-19 pandemic hit, CAMPUS had to be transformed completely.
As a solution, agility and adaptation became more than just topics covered in the programme – they became an integral part of the program itself.
The Tokyo and São Paulo chapters had to be replaced by online modules – letting all participants first embark on a study break to deal with the business volatility. Headspring had one-to-one conversations with all participants to assess their specific needs around the current situation and how to best re-launch the program.
To further enhance the online experience, Headspring launched a smartphone-based platform to support participants and give them the flexibility they needed.
Headspring and Aptar also launched bi-monthly online modules, with reading, videos and live online sessions with experts. Topics were resigned to meet both the initial pre-covid objectives, and the current challenges that the participants were facing.
To adapt the program to the new reality, the Tokyo and São Paulo modules were replaced by online modules.
A smartphone-based program was launched to enhance the online experience.
The content was redesigned to meet objectives that were planned before the crisis and also to support to new, emerging challenges.
After the program, participants could see multiple benefits.
By adopting a customer-centric mindset and scanning the external environment, participants have now a greater ability to partner with and leverage the insight of their customers.
The agility in the adaptation of the CAMPUS program has also been hugely beneficial for participants, in particular the focus on the future of work.
Fostering the right culture has led to an increase in agile thinking and innovation across teams at Aptar.
An additional bonus that the participants discovered was the peer-to-peer learning and conversation that happened throughout the program: team leaders connected with each other which helped them build a support network that
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