Global pharmaceutical company

Supporting the transformation of an international organisation with ambitious growth plans and requiring a close examination of how they do business today and in the future.

About the customer

The organisation is a global medical device company operating across three continents. They are a market leader in their field, constantly striving to advance their products to improve the user experience.

The Challenge

The customer is on an ambitious growth strategy which is driving the requirement to closely examine how they do business today and in the future.

Expanding and acquiring business can be fraught with integration, productivity and financial pitfalls. Unless this is addressed with a comprehensive business integration and transformation approach, issues can accumulate and compound to a point where the bottom line is impacted.

The customer was concerned that their current ways of working did not deliver the level of efficiency, flexibility and support they required going forward.  They felt they were outdated, labour intensive and paper driven. They also were concerned to ensure that their management of data was compliant.

The Tasks

  • Analyse existing documentation
  • Develop implementation concept 
  • Integrate DMS with existing applications 
  • Landscape, Define & develop custom process
  • Capable of Update
  • Reduce storage space
  • Secure Destruction Process
Business Transformation Case Study

The Solution

BPMS, an established business transformation organisation, was instructed to carry out an intensive top-down strategic business review of existing processes across the organisation and provide a comprehensive report to the Board.

Prior to starting the investigation, BPMS took the time to fully understand what they were looking to achieve exploring the current and projected marketplace trends, scenarios around the changing politics and economic situations, and identifying those activities that delivered most value. This is critical to a programme’s success as it helps to better define both an organisation’s vision and shifts the focus around efficiency and cost cutting to its current and future strategic needs – making for smarter savings. As a result, the focus of the work broadened to cover system integration and departmental collaboration, a focus on the paperless office, more flexible working practices and data compliance.

BPMS worked closely with the customer, examining the current business practises in detail by department and function – and the use of the office space they occupied. An in-depth study was carried out on each department’s processes – how they generated and stored documents with a detailed tracing of the document flow. In addition, they also examined the hierarchy and sign off protocol.

Applied Modules

  • BPMS Server Software
  • Optical Character Recognition
  • Refined Index Classification
  • Secure Document Destruction


BPMS produced a comprehensive report delivering a strategic overview with detailed recommendations. 

BPMS explored both radical approaches around the organisation’s ways of working with more traditional tactics. A 15% saving around support costs was identified by recommending approaches that included a reduction in desk space allocated to each person in the present location, standardised Cloud based electronic document management solution and more radical change around promoting work at home or a hub-and-spoke office arrangement – with spokes in much lower-cost locations. 

Rather than apply a consistent approach across all departments, BPMS identified those activities that were critical to the organisation’s vision and user experience and potentially easily damaged by cost cutting. These areas were felt to be better served in a later phase in the programme with new technology and processes fully tested and integrated within the support functions, specifically HR and Finance. 

Within these support functions, recommendations were made on how existing processes could be altered, abandoned and improved to deliver greater efficiency, cost savings, security and compliance.

Following meeting and working with teams across the organisation, emphasis was placed on communicating the organisation’s vision and planned programme to the workforce. Rather than simply using the existing internal communication channels, it was recommended that a higher level of engagement was needed to ensure people were on-board with the changes including a launch roadshow, regular updates delivered through line managers, and specific activities focussed on better department collaboration.

BPMS presented its full findings to the Board and these have now been taken forward to the first phase of its transformation programme with good early indicators. 

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