Effective Knowledge Transfer Strategies for Consultants: Ensuring Lasting Impact in Pharmaceutical Manufacturing
Tamryn Hassel, MBA
Pharmaceutical Consultant & Compliance Trainer | Solving your operational and training challenges to help you achieve GMP/GLP excellence | Taking a fresh, fun and innovative approach to quality compliance.
Introduction
Consultants bring invaluable expertise and fresh perspectives to organisations, solving complex problems and driving significant improvements. However, one of the perennial challenges in consulting engagements is the transfer of knowledge from consultants to the client's in-house teams. Ensuring that this transfer is both effective and enduring is crucial for sustaining the benefits of the consultancy long after the consultants have departed. This article explores strategies and best practices for consultants to efficiently offload, share, and transfer their knowledge before leaving a site, with examples from both larger companies and smaller consultancies in the pharmaceutical manufacturing sector.
Understanding the Importance of Knowledge Transfer
Knowledge transfer is essential for several reasons:
Without effective knowledge transfer, the insights and improvements achieved during a consulting engagement may not be fully realised or sustained.
Strategies for Effective Knowledge Transfer
Early Planning and Integration Knowledge transfer should not be an afterthought. Consultants should plan for offloading, sharing, and transferring knowledge from the outset of the engagement. It may involve:
Example: Accenture and GlaxoSmithKline (GSK) When consulting with GlaxoSmithKline (GSK) on the implementation of a new data analytics platform, Accenture plc defined clear knowledge transfer objectives early on. Key stakeholders, including data scientists and IT staff, were identified, and a comprehensive knowledge transfer plan was developed (Accenture 2022).
Example: Small Consultancy with Local Pharmaceutical Manufacturer A small consultancy working with a local pharmaceutical manufacturer on improving their production line efficiency identified key staff who needed to be trained on new analytics tools. A structured knowledge transfer plan was developed, including hands-on training sessions, detailed documentation, and follow-up support. This ensured the manufacturer could sustain and build upon the improvements made during the consultancy.
Documentation Comprehensive and accessible documentation is a keystone of effective knowledge transfer. Its key elements include:
Example: Deloitte and AstraZeneca Deloitte consultants created detailed documentation, including SOPs and user manuals, during the implementation of a new AI-driven drug discovery platform at AstraZeneca. This documentation was critical in ensuring that the in-house team could effectively use and maintain the platform after the consultants left (Properzi 2019).
Example: Small Consultancy with Regional Pharma Lab A small consultancy assisting a regional pharmaceutical lab with integrating new testing protocols provided comprehensive documentation. This included detailed SOPs and user manuals, ensuring that the lab's staff could independently manage and optimise the new procedures.
Training and Workshops Interactive training sessions and workshops are highly effective for transferring knowledge. These can include:
Example: McKinsey & Company and Pfizer UK McKinsey & Company consultants, working with Pfizer UK, organised a series of hands-on training sessions and workshops to train the in-house team on a newly implemented manufacturing execution system (MES). These sessions were instrumental in ensuring a smooth transition and effective use of the new system (Noterdaeme 2018).
Example: Small Consultancy with a Local Biotech Firm A small consultancy conducted hands-on training sessions and interactive workshops for a local biotech firm implementing new manufacturing protocols. These sessions ensured that the in-house team was proficient in using the new system and could address any issues independently.
Mentoring and Coaching One-on-one or small group mentoring and coaching sessions can be invaluable. Consultants can:
Example: BCG and a Leading UK-Based Pharmaceutical Firm At a leading UK-based pharmaceutical firm, BCG (Boston Consulting Group) consultants provided one-on-one mentoring to key personnel during the rollout of a new quality management system (QMS). This personalised support ensured that the key staff were confident and capable of managing the new system independently (Walter 2018).
Example: Small Consultancy with an Emerging Pharma Company A small consultancy providing support to an emerging pharmaceutical company paired their consultants with key company staff for one-on-one mentoring sessions. These sessions helped the company staff build confidence and competence in managing new operational processes, leveraging the consultants years of expertise.
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Knowledge Repositories Creating a centralised knowledge repository can ensure that information is easily accessible long after the consultants have left. It could include:
Example: PwC and a Mid-Sized UK Pharmaceutical Company During a consulting engagement with a mid-sized UK pharmaceutical company, PwC (PricewaterhouseCoopers) consultants established a digital library that contained all relevant project documentation, training materials, and best practices. The client's team widely used this repository to access critical information long after the consultants had left (PwC 2019).
Example: Small Consultancy with a Regional Pharma Facility A small consultancy created an intranet for a regional pharmaceutical facility to store all project documentation and training materials. This repository ensured that the facility's staff could access essential information and resources long after the consultancy ended.
Simulation and Role-playing Role-playing and simulation exercises can help the client's team practise and internalise new skills and knowledge. These strategies may involve:
Example: AstraZeneca and Robotic Automation System Simulation exercises and role-playing scenarios were used to help the team practise and internalise new skills, preparing them for real-world applications. Consultants at AstraZeneca used simulation tools to help the in-house team practise and internalise the new procedures for a state-of-the-art robotic automation system. This practical experience was crucial for ensuring a smooth transition to the new technology (AstraZeneca 2015).
Example: Small Consultancy with a Local Pharma Manufacturer A small consultancy used role-playing and simulation exercises to help a local pharmaceutical manufacturer's staff practise new safety protocols. This hands-on approach ensured that the staff were well-prepared to handle various operational scenarios effectively.
Feedback Mechanisms Establishing mechanisms for feedback can help ensure that the knowledge transfer is effective and identify areas for improvement. This approach can include:
Example: Deloitte and GSK After implementing a new laboratory information management system (LIMS) at GSK, Deloitte consultants collected feedback through surveys and follow-up meetings. This feedback was used to fine-tune the training programme and address any issues, ensuring that the in-house team was fully capable of using the new system (STARLIMS 2021).
Example: Small Consultancy with a Community Pharmacy A small consultancy collected feedback through surveys and follow-up meetings after conducting a series of training sessions for a community pharmacy. This feedback was used to adjust the training content and ensure the pharmacy staff could effectively use new inventory management tools.
Embedding Knowledge into Organisational Culture For knowledge transfer to be truly effective, it needs to be embedded into the organisation’s culture. This involves:
Example: Pfizer UK and Accenture At Pfizer UK, Accenture consultants worked with leadership to foster a culture of continuous learning. By recognising and rewarding team members who excelled in knowledge sharing and providing ongoing training opportunities, the company was able to sustain the benefits of the consultancy long-term (Pfizer 2024).
Example: Small Consultancy with a Local Pharma Distributor A small consultancy helped a local pharmaceutical distributor embed knowledge transfer into their culture by encouraging continuous learning and recognising staff contributions to knowledge sharing. Leadership support was secured to ensure the longevity of these practices.
Conclusion
Effective knowledge transfer is crucial for ensuring the long-term success of consulting engagements. By planning early, documenting thoroughly, conducting interactive training, providing personalised mentoring, creating centralised knowledge repositories, using simulations, collecting feedback, and embedding knowledge into organisational culture, consultants can ensure that their expertise has a lasting impact. These strategies not only maximise the return on investment for clients but also empower in-house teams to sustain and build upon the improvements achieved during the consultancy.
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