Search

Business Acumen Supporting M&As in the Pharmaceutical, Biopharmaceutical Industry

| Author / Editor: Pharmalex / Ahlam Rais

Pharmalex, one of the leading providers of specialised services for the pharma, biotech and medical device industries, has offered an insight into the many dynamics of Mergers and Acquistions in the pharmaceutical and biopharmaceutical sector.

Related Companies

It can take years before a post M&A steady state is reached (sometimes never!) where full commitment to the change is obtained and the anticipated ‘win-win’ is realised.
It can take years before a post M&A steady state is reached (sometimes never!) where full commitment to the change is obtained and the anticipated ‘win-win’ is realised.
(Source: Deposit Photos)

Germany – In recent years, we have seen pharmaceutical company megadeals that saw Takeda acquiring Shire for a total value of 81.7 billion dollars, Bristol-Myers Squibb’s acquisition of Celgene for 74 billion dollars, Abbvie’s 63 billion dollar acquisition of Allergan and Novartis’ acquisition of Avexis for 8.7 billion dollars. All of these acquisitions continue to have a lasting impact on the leadership and staff at these companies which collectively employ nearly 300,000 employees worldwide.

Mergers and acquisitions (M&As) in the pharmaceutical/biopharmaceutical industry are critical for organisations to implement strategic changes to their business. Whether it be to (a) future proof an organisation’s pipeline by accessing innovation, (b) obtain additional manufacturing capacity or (c) to prune non-core assets (products, facilities, etc.), companies continue to grow, evolve, modernise and divest to meet the targets set out in their strategic plans.

When two or more organisations reach the ‘deal’ and it is announced that ‘A’ will take over ‘B’ or that A and B will share in ‘A-B’, or indeed that ‘A’ will sell part of their organisation to ‘B’, it is frequently followed by uncertainty and apprehension among stakeholders. This period tests both organisation’s abilities in communicating the distinct ‘win-win’ elements of the deal. The Kübler-Ross change curve (see fig.1) is always worth having in mind during this transitional period of M&A and never fails in tracking stakeholder mindset.

The transition from pre-M&A to the post-M&A reality can be both fast and slow. The physical symbols of such transitions such as the company name, logo and headed paper can be changed in minutes but the hearts and minds of management and employees can lag significantly further behind. It can take years before a post M&A steady state is reached (sometimes never!) where full commitment to the change is obtained and the anticipated ‘win-win’ is realised.

Some acquired organisations are left to their own devices (pardon the pun medtech sector!) and they are run as true subsidiaries whose contact with the corporate office is limited to communicating the positive financial results. In this scenario, the management team in-situ at the time of the M&A event are trusted to continue as-is and maintain the upward trajectory. Alternatively, and more commonly where there is a dominant merging partner, a strict cut-over timeline is applied for an acquired entity to morph into a fully incorporated affiliate. Typically, these sites implement corporate structures, policies and systems in time for a product launch, project milestone or a CEO visit!

Figure 1: The Kübler-Ross change curve is always worth having in mind during this transitional period of M&A and never fails in tracking stakeholder mindset.
Figure 1: The Kübler-Ross change curve is always worth having in mind during this transitional period of M&A and never fails in tracking stakeholder mindset.
(Source: Pharmalex)

Where M&A becomes very interesting is the cultural piece; everyone who has worked in an organisation through a merger or acquisition knows that there can be seismic shift in the objectives of the new organisation… not so much what the objectives are but, how the objectives are expected to be met. Post M&A, organisations frequently change structure with new reporting lines, new titles, merged departments, and increased/reduced layers of management with revised spans of control. Systems of work can also change where new policies are cascaded into procedures which are followed with varying degrees of success. ERP systems, software tools and information flows are further material changes which tend to require extensive training and oversight in the early periods post M&A.

China’s Pharmaceutical Equipment Market - Current Status, Trends and Recommendations for Action

As China is emerging as one of the world’s fastest-growing markets for the consumption of pharmaceuticals, it also offers huge opportunities for the global equipment industry. This 40-page report aims to help you gain a better understanding of the current China's pharmaceutical market regarding a series of pharmaceutical industry related policies. Based on results of the survey among users in the pharmaceutical industry and the expert interviews, it will also provide you with a forecast for the industry and recommendations for your future operating and investment in China.

When cultures collide in merging organisations, it has serious ramifications for business and its stakeholders. The industry is littered with mergers and takeovers that did not meet expectations simply because the cultural differences were too difficult to overcome. Naturally, organisations do not admit to failed mergers or acquisitions too often. Also, very often the differences in personal and collective discipline, personified in the leadership differences in the two organisations, is challenging for the organisations to reconcile. Where rigid and structured management methods meet innovative and unorthodox management is generally a recipe for M&A difficulties.

At Pharmalex, we believe we have a unique understanding of the cultural challenges experienced during mergers and acquisitions. Having merged ourselves in 2017 into Pharmalex, we have insight in how to overcome the challenges of maintaining agility while benefitting from working in a bigger corporate environment, having economies of scale with an increased resource pool. In addition, we have supported numerous quality and regulatory functions through these challenging periods through gap assessments, benchmarking studies, cultural assessments, staff augmentation, organisational optimisation and leadership coaching and mentoring.

(ID:46854188)