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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.

Keywords

co-innovation commercial operation competence teams customer centricity customer networks knowledge management networked healthcare organisational design stakeholders

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