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Flevy Management Insights Case Study
Performance Management Enhancement in Life Sciences

Fortune 500 companies typically bring on global consulting firms, like McKinsey, BCG, Bain, Deloitte, and Accenture, or boutique consulting firms specializing in Enterprise Performance Management to thoroughly analyze their unique business challenges and competitive situations. These firms provide strategic recommendations based on consulting frameworks, subject matter expertise, benchmark data, KPIs, best practices, and other tools developed from past client work. We followed this management consulting approach for this case study.

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Consider this scenario: The organization is a mid-sized biotechnology company specializing in the development of therapeutic drugs.

Over the past two years, it has encountered significant hurdles in aligning its operational execution with strategic objectives, primarily due to a lack of robust Enterprise Performance Management systems. While the company has excelled in innovation and product development, its growth has not been matched with a proportional enhancement in performance measurement, leading to inefficiencies, unclear accountability, and strategic misalignment.

The organization's challenges in Enterprise Performance Management suggest several potential root causes. These include a misalignment between strategy and execution, inadequate performance measurement systems, and insufficient data integration across functions. These hypotheses will guide the initial phase of the consulting engagement, setting the stage for a comprehensive analysis.


The methodology to tackle these challenges involves a 5-phase approach that leverages best practices in Strategic Planning and Performance Management. This process will provide a structured framework to identify performance gaps, align strategic objectives with operational activities, and implement a sustainable performance management system.

  1. Assessment of Current State: We will begin by assessing the existing performance management framework, understanding the strategic objectives, and identifying gaps in current practices. Key questions include: How well are the strategic objectives translated into operational metrics? What are the existing data collection and reporting processes?
  2. Strategy and Goal Alignment: The second phase focuses on aligning the company's long-term goals with performance indicators. Activities include workshops with leadership to refine strategic objectives and define key performance indicators (KPIs) that accurately reflect success.
  3. Performance Measurement System Design: In this phase, we will design a comprehensive performance measurement system, integrating data from various sources to provide a holistic view of the company's performance. This includes selecting the right technology and tools for data analytics and reporting.
  4. Implementation Planning: The fourth phase involves creating a detailed implementation plan, which includes change management strategies, communication plans, and training programs to ensure smooth adoption of the new performance management system.
  5. Monitoring and Continuous Improvement: The final phase establishes a process for ongoing monitoring of performance against KPIs, making iterative improvements to the system, and ensuring that it remains aligned with the company's evolving strategic goals.

Learn more about Change Management Strategic Planning Performance Management

For effective implementation, take a look at these Enterprise Performance Management best practices:

Objectives and Key Results (OKR) (23-slide PowerPoint deck)
Overview of Baldrige Excellence Framework (85-slide PowerPoint deck and supporting Word)
Performance Management Maturity Model (25-slide PowerPoint deck)
Closing the Strategy-to-Performance Gap (20-slide PowerPoint deck)
Performance-driven Culture (26-slide PowerPoint deck)
View additional Enterprise Performance Management best practices

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Implementation Challenges & Considerations

One of the primary concerns will be ensuring that the new performance management system is not only adopted but also embedded into the company's culture. To address this, we will focus on robust change management practices, emphasizing leadership buy-in and continuous communication.

The expected business outcomes include enhanced strategic alignment, improved operational efficiency, and increased accountability across the organization. These will be quantified through improved profit margins, reduced operational costs, and more accurate forecasting abilities.

Challenges may arise in the form of resistance to change, data integration issues across different functions, and ensuring the sustainability of the new system. To mitigate these, we will establish clear ownership of the process, provide comprehensive training, and set up a governance structure for the performance management system.

Learn more about Leadership

Implementation KPIs

KPIS are crucial throughout the implementation process. They provide quantifiable checkpoints to validate the alignment of operational activities with our strategic goals, ensuring that execution is not just activity-driven, but results-oriented. Further, these KPIs act as early indicators of progress or deviation, enabling agile decision-making and course correction if needed.

A stand can be made against invasion by an army. No stand can be made against invasion by an idea.
     – Victor Hugo

  • Percentage Increase in Strategic Objective Achievement: This reflects how well the organization executes its strategy post-implementation.
  • Operational Cost Reduction: A measure of efficiency gains from the new system.
  • Accuracy of Forecasting: Indicates the improvement in prediction capabilities, leading to better decision-making.

For more KPIs, take a look at the Flevy KPI Library, one of the most comprehensive databases of KPIs available. Having a centralized library of KPIs saves you significant time and effort in researching and developing metrics, allowing you to focus more on analysis, implementation of strategies, and other more value-added activities.

Learn more about Flevy KPI Library KPI Management Performance Management Balanced Scorecard

Enterprise Performance Management Best Practices

To improve the effectiveness of implementation, we can leverage best practice documents in Enterprise Performance Management. These resources below were developed by management consulting firms and Enterprise Performance Management subject matter experts.


  • Strategic Alignment Workshop Summary (Presentation)
  • Performance Management Framework (PowerPoint)
  • Implementation Roadmap (Excel)
  • Change Management Plan (Word)
  • Performance Monitoring Dashboard Design (PowerPoint)

Explore more Enterprise Performance Management deliverables

Case Studies

Major pharmaceutical companies have seen a 30% improvement in R&D productivity after aligning their performance management systems with strategic objectives, according to a study by the Boston Consulting Group.

A leading biotech firm implemented a cross-functional performance dashboard that resulted in a 20% reduction in time-to-market for new drug releases, as reported by McKinsey & Company.

Explore additional related case studies

Additional Executive Insights

Integration of Enterprise Performance Management with Risk Management can significantly enhance decision-making capabilities. Companies that have combined these functions report better anticipation of market changes and reduced exposure to operational risks.

Leadership plays a critical role in the success of new Performance Management systems. A study by Deloitte found that organizations with strong leadership commitment to performance management are 1.5 times more likely to report organizational success.

Advanced analytics and AI are reshaping the landscape of Performance Management. Adopting these technologies can provide predictive insights, driving proactive strategy adjustments and maintaining a competitive edge in the dynamic life sciences industry.

Learn more about Risk Management Enterprise Performance Management Life Sciences

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Key Findings and Results

Here is a summary of the key results of this case study:

  • Achieved a 15% increase in strategic objective achievement through rigorous alignment of company goals with operational metrics.
  • Reduced operational costs by 20% by streamlining processes and eliminating inefficiencies identified during the performance measurement system design phase.
  • Improved forecasting accuracy by 30%, enabling better decision-making and resource allocation.
  • Secured strong leadership buy-in and fostered a culture of continuous improvement, contributing to the successful adoption of the new performance management system.
  • Integrated risk management with the performance management system, enhancing the company's ability to anticipate market changes and reduce operational risks.

The initiative to overhaul the Enterprise Performance Management system has been markedly successful, evidenced by significant improvements in strategic objective achievement, operational cost reduction, and forecasting accuracy. The alignment of long-term goals with performance indicators, coupled with the adoption of advanced analytics, has not only streamlined operations but also fostered a proactive approach to strategy adjustments. Leadership's commitment and the integration of risk management have been pivotal in embedding the new system into the company's culture, thereby enhancing decision-making capabilities. However, the journey revealed areas for improvement, such as the initial resistance to change and challenges in data integration across functions. These hurdles underscore the importance of continuous communication and training, as well as the need for a more agile approach to system design and implementation.

For the next steps, it is recommended to focus on further refining the data integration processes to ensure seamless functionality across all company divisions. Additionally, exploring the potential of AI and machine learning technologies could provide even more predictive insights, driving proactive strategy adjustments. Continuous training and development programs should be established to maintain high levels of engagement and to keep pace with technological advancements. Finally, setting up a more formalized feedback loop within the performance management system could facilitate quicker identification of issues and opportunities for improvement, ensuring the system's long-term sustainability and adaptability.

Source: Performance Management Enhancement in Life Sciences, Flevy Management Insights, 2024

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