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Myovant Enterprise Initiatives - Coggle Diagram
Myovant Enterprise Initiatives
Operating Model (Governance & Decision Making)
Structure
Perception some lack experience
Committee structure too heavy
Operating model not consistently understood
Oversight
Leaders feel disempowered
Oversight driven by excellence and speed
Decision making is top heavy
Mechanisms
Lack of meeting discipline
Strong 'consult' culture
Intense workload perpetuates inefficiencies
Org Network (Collaboration & Structure)
Communities
POD & Quality
Medical Affairs
G&A
Marketing & Access
Commercial Ops & IT
Programming & Data Mgmt
Clinical & Regulatory
Roles
Super Hubs
Brokers
Influencers
Challenges
New hire integration
Pinch points
Strategy (Vision & Direction)
Priorities
Establish a robust pipeline
Relugolix
Develop new products containing
Maximize tablet & combination tablet
MVT-602 & Capulus
Explore uses
Potentially build franchise
New products
In-license or acquire
Establish external discovery network
Advance preparations for Women's Health
Interactive engagement with HCPs
Redefine care through advocacy
Execute on Orgovyx lauch
Build corporate capabilities for growth
Objectives
Build capabilities to screen new opportunities
Build capabilities to execute transactions
Establish relationships with external constituents
Utilize current capabilities
Leverage Sumitovant
Financial resources
Commercial infrastructure
Development engine
Brand Project (Culture & Identity)
External perceptions
HCPs
Patients
Advocacy partners
Policy makers
Investors / analysts
Payers
Media
Internal perceptions
Why joined
Growth
New leadership (CEO)
Pfizer partnership
Commercial execution
Culture
Future vision
Future of Work (Paradigm Shifts)
Model
Status quo
Hybrid
Implications to facilities / workspaces
Remote roles
New working norms
Flexible working