Italian subsidiary of a pharmaceutical multinational leader.


The client’s Medical Department had been dedicating excessive time to the design, organization and authorization of clinical trials, instead of supporting value-creation activity such as the launch of new products.


The company needed identify its activities, define those that create value and those that do not, reduce by 40% the resources dedicated to the whole medical process.


Implementation of the Business Process Re-engineering methodology (typically adopted by manufacturing companies) to create a process of information production (like the one adopted by the Medical Department of a pharmaceutical company).