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 –…

Panel on Medical Omnichannel Engagement at the Indegene Digital Summit 2022

After moving to an enterprise role as Strategic Lead Digital CX at Roche Pharma, my first effort had been to assess the internal readiness of the company for executing on state-of-the-art CX models and approaches. I provided an internal ‘Roche Pharma state of CX’ report which was revealing … The results of the assessment helped me to prioritize next steps and enabled me to take action on. One outcome had been that Voice-of-the-customer is absolutely foundational (how can provide better customer experiences without knowing costumers’ experiences) I took the opportunity to take the lead of the just-about-to-start corporate VoC Program. Another key learning had been that a much closer linking and alignment would be critical of teams and individuals contributing to the evolution of CX at Roche Pharma. So, I started a collective CX Exec Coaching, supported by previous senior CX leaders from other industries as external coaches. CLIENT:Roche Pharma Global Product Strategy(as a Roche employee)PROJECT TIME FRAME: February – May…

Those who know me a bit longer know me for being a big advocate for seeing patients as customers (of healthcare providers, pharma included). This can be perceived as a quite provocative statement. But I think, I have some quite good arguments at hand. A big thank you goes to Mark Doyle by “A life in a day” for the opportunity to share my thoughts today, to discuss them, and to the be challenged on it. Feel free to watch the recording on the ‘A life in a day’ website, please. Read more at…

In 2022 I had the great pleasure being a member of a cross-functional “digital squad” which was defining and executing on a digital launch strategy for a new pharmaceutical treatment launched by Roche in the EU. We saw an exceptional opportunity using the product launch as a sweet spot for early introducing CX methodology to the go-to-market approach. My role had been to add CX expertise and perspective to the table, where I have to say that my other functional colleagues (digital strategy, market insights, content management) had been remarkably open to consider new methodologies for a more customer-expectations-driven approach. Not claiming that this first attempt had been perfect, but a couple of aspects were successfully introduced to the digital launch strategy for the product. And I personally was confirmed on two of my personal mantras I am following, the “from talking to walking” and the “focus on sweet spots”. CLIENT:Roche Pharma(as a Roche employee)PROJECT TIME FRAME: June 2022 – January…

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…