Is Your Strategic Plan Stuck in the Past? Stay Ahead with Quarterly Refreshes

For life sciences organizations to thrive, one key characteristic is vital — agility. While traditional annual strategic planning lays the foundation for an organization’s direction, it often falls short in responding to rapid market changes and unforeseen challenges that your organization might encounter.

Integrating quarterly alignment and recalibration meetings into your annual strategy offers your leadership team a more powerful way to maintain agility, ensuring that your organization remains on track to reach its milestones and achieve its goals while keeping the big picture in mind and staying responsive to industry’s evolving market conditions.

The Imperative for Regular Strategy Refreshes

Annual planning is a necessary step for any organization to undergo sustainable growth. However, there may come a time when strategies become somewhat misaligned — this is where implementing a regular refresh process, typically every quarter, can assist with business growth. What causes this misalignment?

Navigating Dynamic Market Landscapes

As anyone tracking the XBI and similar funds’ performance over the past few years can attest, investor appetite and confidence in life sciences and biotechnology can be fluid. ?Shifts in market valuation, capital investments, and interest rates can have a sizable impact on R&D investments and M&A transactions. Beyond the financial landscape, changes in novel treatment modalities, competitor pipelines, regulatory approvals, reimbursement, and emerging technologies routinely alter the viability and attractiveness of any life sciences business strategy.? When trigger events occur, your strategy may need to evolve — even if this is outside of the typical strategic plan refresh time period.

Managing Unforeseen Circumstances

External factors such as regulatory policy shifts, the global pandemic, wars, natural disasters, emerging product safety concerns, market access adjustments, supply chain disruptions, and other forces introduce a wide variety of risks to life sciences strategies. Rather than pushing on with initiatives that no longer reflect the contextual reality of the business, a strategy refresh can serve to refine the strategic goals to better incorporate those real-world perspectives.

Growing Pains

Catalyzed by the attainment of hard-to-predict clinical and regulatory milestones, many life sciences organizations experience phases of rapid growth and scale-up.? These periods of high change are often accompanied by emergent growth barriers – gaps in skills, processes, and capabilities that will inhibit the attainment of strategic goals if unattended.? Ensuring that strategic planning methodologies are agile enables leaders to more easily and effectively mitigate the effects of these growing pains.

The Role of Quarterly Refreshes in Agile Strategic Planning

Much can change in 90 days. Annual plans with disciplined pursuit of strong key performance indicators (KPIs) are crucial for driving high performance.? But when priorities and decisions are unable to incorporate new learnings, opportunities, and challenges, strategies become rigid and unresponsive.? By proactively structuring your strategic planning process and cadence to include quarterly refreshes, you create a framework that allows for regular reassessment and adjustment.

Quarterly strategy refreshes enable your organization to break down annual goals into manageable, actionable segments, providing the flexibility to respond to changes without losing sight of the overarching strategy. This approach not only fosters agility but also keeps your teams focused and motivated, knowing that each sprint is a step towards achieving the larger goals.

Avoiding Potential Pitfalls

While these management sprints offer numerous advantages, they are not without challenges. One of the key pitfalls to avoid is losing sight of long-term goals in the pursuit of short-term wins. It’s important to ensure that each quarterly refresh is aligned with the broader annual strategy rather than becoming a series of disconnected efforts spaced throughout the year.

Additionally, the frequent reassessment can lead to decision fatigue or strategic drift if not managed carefully. To mitigate these risks, it’s essential to establish boundaries on the scope covered in each refresh, and to maintain a balance between flexibility and consistency.

Embedding Quarterly Adjustments into Annual Planning

To develop an agile strategic plan, consider establishing a quarterly reporting or follow-up workshop that highlights your yearly planning and goals. With these items front and center, you can review metrics to determine if your tactics are on track to hit your key performance indicators (KPIs) and, if necessary, shift your focus.

One tactic that some strategy practitioners use for maximizing the impact of quarterly refreshes is periodic listening sessions with the leadership team.? These sessions can be effective ways of discerning growth barriers that are degrading progress towards goals.? They are also useful for assessing alignment – the degree to which different leaders and stakeholders share a common perspective of the current state and changes that might be helpful.

The shorter time frame associated with quarterly refreshes gives each organizational leader an opportunity to engage around a responsive new plan reflecting the current state.? Workshops that include experienced facilitation are often very useful in giving leaders the capacity to think creatively, address the needs of their stakeholders, and consider the best options for communicating the big takeaways vital for enrolling others in the strategy.

Create an Annual Plan with Built-In Flexibility

The foundation of a successful strategy refresh is establishing an annual plan that anticipates change. The strategy should include SMART goals and objectives, and the operating plans should include predefined checkpoints for evaluation.

Leadership teams need to strike the right balance between accountable performance on commitments and responsive leadership to the evolving landscape of the life sciences industry. The combination of disciplined annual strategy planning and quarterly strategy refreshes allows leaders to maintain strategic coherence while remaining agile enough to adapt.

By building flexibility into each annual planning process, leaders equip their organizations to respond proactively to change rather than compensate reactively for changing markets. This forward-thinking mindset not only positions organizations for success but also instills a culture of agility and resilience across all levels of the business.

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About the Author

Jason Burke is the Chief Strategy Officer at CREO where he leads the firm’s corporate and industry strategy as well as engagements related to AI, analytics, data sciences, and emerging technologies.

About CREO

CREO is the preferred consultancy to the world’s most promising companies that seek to improve human health. CREO serves growing life sciences, healthcare, and private equity portfolio companies across the U.S. and international markets. The company’s expertise and knowledge in strategy, M&A, commercialization, digital transformation, cybersecurity, analytics, and quality & regulatory compliance help organizations improve today’s business performance and develop tomorrow’s clinical innovations. Founded in 2015, CREO is headquartered in North Carolina’s Research Triangle Park. Join us and together let’s make a meaningful difference. Visit CREO at www.creoconsulting.com .