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R&D Transformation: Supporting an 18-month Transformation to Reduce High Overhead of Divested Project Portfolio

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2 minute read


  • Leading global Medical Device company was forced to significantly reduce overall costs, optimize its project portfolio, and increase the overall effectiveness of the R&D function
  • Recent pace of new product launches had been slow, but numerous promising products were in the pipeline


  • Launched and structured an 18-month overall R&D transformation program, thereby introducing a zero-based budgeting and cost/headcount reductions
  • Performed a project portfolio prioritization of process, templates, and systems consequently leading to the set-up of organizational changes (e.g., interfaces between R&D, MA, RA and clinical development to commercial functions)


  • Realized significant cost savings and headcount reductions in areas that do not affect key product launches as well as streamlined organization and improved interface to the commercial function
  • Established the project portfolio prioritization process as a regular activity performed internally every six months
  • Executed operational effectiveness program instilling continuous improvement spirit