Pfizer, Roche, and Huizhi's structural changes attract attention!

Recently, less than a month after Peng Zhenke returned to Pfizer, he announced drastic adjustments to Pfizer China's organizational structure, which became the focus of the industry.

What is the core logic of the adjustment of the organizational structure of multinational pharmaceutical companies as the general environment of the pharmaceutical industry changes? How do you view the response strategies of major companies? Is Pfizer's bidding for posts a major subversion of the industry's existing rules for useful people? Let us take a break from the case analysis and find the truth about the transformation

Pfizer China replicates the global structure

There are three main points of China's organizational reform announced by Pfizer this time: First, six independent business units were established, namely hospital emergency, tumor, rare diseases, inflammation and immunity, vaccines, and broad markets

Second, the establishment of the Strategic Innovation Department

Third, the company’s official website reports did not mention it, but many reports mentioned that the heads of the six business units will all adopt a competitive recruitment system.

Previously, Pfizer had only two business units with corresponding persons in charge, namely the general manager in charge of the anti-infection business and the general manager in charge of the oncology and rare disease business

However, this restructuring will inevitably weaken the roles of chief operating officer and vice president of marketing in the previous organizational structure.

Huizhi embraces digitalization 

  At the same time as Pfizer's structural reform, there is also the new organizational structure setting of Roche Pharmaceuticals and Huizhi not long ago

  Both of these adjustments are adjustments to functional departments, which are much smaller than Pfizer China's direct adjustment of the business team

  The core positioning of Roche’s new team is company strategy formulation, strategic insights and analysis, product excellence listing, disease field integration strategy, and competitive information collection and analysis.

  Huizhi's actions are very innovative, exploring and embracing digitalization.

Where is the core logic of the transformation?

  In recent years, under the promotion of national policies, mass procurement, and medical insurance reforms, the business model of traditional multinational pharmaceutical companies relying on original research drugs is no longer feasible.

  For multinational pharmaceutical companies that are positioning innovative drugs, the impact of business structure adjustments is not large.

  Immediately afterwards, new product introduction, market access, patient payment capabilities, and digitization organizational capabilities have successively become the organizational design areas that are most concerned by multinational pharmaceutical companies outside of marketing and sales capabilities

  Whether the product can enter the national medical insurance and how to complete the product entering the hospital as soon as possible after entering the medical insurance has become the key to increasing the volume of the new product after the market.
Therefore, it has opened up the past cross-team government at all levels, market access and even the key customer team, and established a joint large access Team has become an organization design favored by multinational pharmaceutical companies in recent years
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This is probably also the background of the era when Bian Xin, who is responsible for market access, was able to take the helm of Roche Pharmaceuticals.
In the past, this channel was only open to candidates who had served as vice president of the business unit
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  The importance of patients’ ability to pay is related to the fact that oncology drugs and rare disease drugs have become the main research and development directions of innovative pharmaceutical companies.
In addition to national medical insurance, how to build a multi-level medical security system through charity projects and commercial insurance cooperation has become the key
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However, the solution to the ability to pay is currently mainly dependent on national medical insurance, and charitable donations are mainly through cooperation with large foundations and associations.
Many of these capabilities are placed in government or access-related teams
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A few multinational pharmaceutical companies still have some positions in charge of commercial insurance, which are also mainly placed in government affairs or access teams.
Pfizer placed it in the Strategic Innovation Department alone this time, which is a relatively innovative move
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  Of course, digitization is also an area of ​​more concern
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Many companies, such as AstraZeneca, Sanofi, and Merck, have set up positions at the vice president level to supervise digitalization related work
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However, for multinational companies positioning innovative drugs, the direct help of digitalization is not as direct as the previous capabilities
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We look forward to the success of digital transformation in companies like Huizhi, and provide innovative pharmaceutical companies with more learning output
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