Service Innovation by Marja Toivonen

Author:Marja Toivonen
Language: eng
Format: epub
Publisher: Springer Japan, Tokyo

The goal of the clinical studies is to ensure the effectiveness and quality of the data and their diffusion. The research team works as part of a company’s effort to expand and improve clinical research information and to share data across disciplines and across partners, including local institutions and other actors in the local and international networks.

4.2 The Valorisation of Clinical Trials: Changes in Practice

To succeed in the scientific and pharmaceutical industry, it is crucial for firms to be involved in clinical trials. Thus, they are a key part of the company’s investments in research and development (R&D), and they represent an important way to align the firm’s research aims with scientific communities’ innovative approaches to diagnostic and/or therapeutic treatment, as well as to specific patient needs.

The company aims to establish common background knowledge, skills and practices among the partners of the process. To optimise the R&D investment through improved knowledge and skills in the trial research process, in mid-2012, the company launched a new project: the valorisation of clinical trials. This process has two objectives. First, it aims to reinforce and increase the knowledge base of key clinical centres to diversify the company’s medical investments and achieve a more appropriate allocation of trials in light of the firm’s goals. Second, it supports the company in building a strong knowledge and relationship space where clinical trials can be addressed, scientific needs can be met and a community of knowledge for new research can be built.

The project involves strategic and organisational aspects of the company’s internal network and its interaction with external partners. In Italy, the project involves nine clinical research centres, and the process owner is the director of the firm’s medical research department.

The internal network must avoid the fragmentation effect that is likely to emerge when managing trial activities as a result of the many autonomous and separated units of the company’s network. Previously, the internal clinical research project oversaw the participation of various research team members who were involved at various trial development stages, often according to a partial perspective of the project’s aims (see Fig. 6.2). In addition, the complex interactional context that emerged through these complex and articulated relationships only partially involved the business franchising unit, which has a commercial responsibility in the regional area. The company’s internal policy prioritised the need to avoid a strong interaction between the research and commercial tasks. The result of this complex set of interactions was often a critical misalignment of the project’s purpose and important milestones among the functions involved and the external partners’ (the clinical research centres, KOLs and scientific communities) perceptions to interact with different companies with diversified objectives and competencies.

The changes in practice that the research team task force implemented to combine competencies, experiences and perspectives into shared aims are the first example of building a collaborative innovation network in action. The first change introduced by the valorisation project was the ‘valorisation visit’, which consisted of preliminary interactions between the research team and clinical centres. The

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