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Since late 2022, I am leading the Roche Pharma corporate Voice-of-the-customer (VoC, customer feedback) Program. During the past ~2 years, I have been designing, setting-up and deploying VoC @Roche Pharma. As part of that I have set-up a lean and high performing cross-functional matrix team driving the effort. The program’s set-up includes … Since the MVP had been activated in summer 2023, we see an increasing number of VoC success stories across the organization, showing real-life proof of business impact and value. CLIENT:Roche Pharma Global Product Strategy(as a Roche employee)PROJECT TIME FRAME: September 2022 –…
Over the last few months, since I had accepted the lead for the corporate Voice-of-the-customer (VoC, customer feedback) Program, I built and grew a cross-functional matrix team (squad), jointly delivering on developing and implementing the program at Roche Pharma The high-performing VoC Program squad unites colleagues from … … where a lean core team delivers day-by-day. And subject matter experts are pulled in punctually, where specific expertise is required. The VoC Program squad at ‘Global’ is also supported and guided by a steering committee (“VoC Experts Council”) being composed of representatives by affiliates and regions. What have been key success key factors for such a complex squad effectively delivering together … CLIENT:Roche Pharma Global Product Strategy(as a Roche employee)PROJECT TIME FRAME: September 2022 –…
In 2020, a highly talented CX Insights lead in the Roche Pharma Medical CX department (which I had the pleasure to lead), together with cross-functional colleagues, set-up and drove the first global customer feedback program at Roche Pharma. The initiative called ‘OneFeedback’ (leaned towards the ‘OneRoche’ vision wording) had been the forerunner of and was later fusing into the Roche Pharma corporate Voice-of-the-customer program. OneFeedback was initially focusing on key corporate customer touch-points in the web, which all were homed in the MedCX department at that time. Within the initiative the team was also closely collaborating with the Roche Technical Operations (PT) division, which was partially serving the same customers. And over time, a couple of trailblazing Roche affiliates joined to run local feedback pilots – also on email channel – which gave early real-life evidence of positive business impact. I am not overstating when saying that the OneFeedback initiative is one example of the trailblazing innovations initiated within the Medical CX department at that time, which continued to resonate in the organisation years after. It early allowed the organization to “play with” & learn how customer feedback could be smartly done by a pharmaceutical company. And it was paving the way for the larger-scale corporate VoC program which was initiated in mid-2022, and which I have the honor to lead since…
Within two weeks in November 2010, I conceived the “Drug Intelligence Report” concept (360° view on a product) for Novartis Global Medical Affairs. The mission was to provide senior management with a daily-basis full picture view on Novartis products. Factually, the general situation at Novartis at that time was a high fragmentation of internal information sources and services, so that colleagues quite often had to spend considerable time with gathering information themselves. The core principle of the Drug Intelligence Report concept was to provide a single location where all information sources could be accessed in a consolidated and integrated way. The team subsequently provided a Sharepoint-implemented prototype successfully showing proof of concept. Concept and principles of the “360° view on a drug” had then been considered with the development of “eNova NG” at Novartis. CLIENT:Novartis Global Medical Affairs(as a Novartis employee)PROJECT TIME FRAME: November…
I would like to share this article that was once published by Patrick Scholler in my former online journal Inside-Lifescience. I think it is worth not to be lost … Originally published in November 2001 by Inside-Lifescience, ISSN…
Between 2000 and 2008, I investigated prior art, freedom-to-operate, infringement evidences and patent portfolios for reputable patent attorneys and life science industry clients, like Roche and BASF. In 2004, I ad-hoc joined a BASF due diligence team that was preparing a company buy-in as an external expert for analyzing the biosequences portfolio (assets) of the company planned to be acquired. I locally evaluated the IP relevance of the protein and DNA sequences offered, e.g. by checking for uniqueness and redundancies. I applied in-depth computer-based sequence analysis using algorithms like BLASTx, TBLASTx, FASTA, FASTM, Smith-Waterman, and ClustalW2. CLIENT:BASFPROJECT TIME FRAME: May…
Following a customized market analysis, I provided Sanofi Pasteur with an online platform for continuous market monitoring. Originally Sanofi representatives asked for regular print updates of the successfully provided market analysis. I took the initiative offering a permanently updated, password-protected online portal directly giving access to all data as well as latest findings. Together with my team, I successfully set-up the platform and completed content migration within 3 weeks after approval given by the customer. CLIENT:Sanofi PasteurPROJECT TIME FRAME: April…
Obviously, one of my most exciting projects had been establishing my own business, SCITARI – Dr. Christian Velten Informationsdienste, in 1999. Together with my team I supported life science industries with information research & analysis, digital media and market/competitor intelligence. Starting from scratch, I successively developed business with major life science market players (Roche, Aventis/Sanofi, BASF, Bayer), reputable patent law firms (e.g. Vossius), mid-sized biotechs, a German specialist publisher, and single clients form other branches of industry (e.g. Honda R&D). In parallel, I built an operative team of internals and externals (<10) and was responsible for up to 6 associates, caring for all aspects of people management. I designed and implemented a complete set of processes for internal operations, workflows, knowledge sharing by the team and customized services. As managing director, I held full responsibility for all aspects of business administration and management. This particularly included corporate development, team development and management, financial management and budget maintenance, project management, vendor management, and customer relationship management. I quit the business end of 2008 after about 10 successful years to join Novartis. CLIENT:myselfPROJECT TIME FRAME: September 1998 – March 1999 (start-up phase)< October 2008 active…
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