The Human Side of Pharma Change Management 

This Pharma Talks episode hits on a key issue for many life sciences brands, including the top 10: change management in pharma. We all know change is the only constant. Yet, it is rarely easy, whether it is at the process, tech, or people level. Cecilia Baeza-Castro, Head of Change Management at Viseven, is here to unpack how we can embrace it with a peaceful mind and clear vision. 

Resistance to Change in Pharma 

Many pharmaceutical companies say they have a solid strategy in place. Yet, they still struggle with an organizational change. So, let’s take a moment to ask: what does a solid strategy really mean? An effective strategy should prepare the organization for change and help people face the unknown without fear. 

Change resistance is not uncommon for life sciences companies. After all, why challenge the status quo when everything seems to be working “just fine”? Even though every change carries some risk, playing it safe in a highly competitive market rarely moves a brand forward.  

As Cecilia points out, there are often unspoken issues you won’t find in feedback forms or internal forums. Even when companies recognize the value of change, they often stick to old habits simply because they’re comfortable and overlook the fact that the potential gains can far outweigh the risks. 

Silos across geographies and functions only add to the challenge. Many pharma innovations, like omnichannel, depend on strong cross-functional collaboration. Business and tech teams need to work in sync to deliver real results. When a company is only ready on one front and lacks organization-wide alignment, it becomes much harder to achieve lasting, sustainable outcomes. 

Finally, life sciences is a highly regulated industry. Every piece of communication carries regulatory implications that simply can’t be ignored. But the “better safe than sorry” mindset often holds brands back from standing out and capturing a larger share of the market. 

Creating a Sense of Urgency 

Leaders often find themselves asking, “How can we get stakeholders to embrace change without any underlying resentment or fear?” To really answer that, you’ve got to consider another question: What’s in it for them?  

It is crucial to have individual conversations with stakeholders whenever possible, instead of just one long meeting about corporate goals. Real motivation and empowerment come from a sense of ownership. Stakeholders need to feel like their opinions are valued, their voices are heard, and their concerns are taken seriously.  

With the employee buy-in, it is no longer an ‘us versus them’ situation. Cecilia argues that this approach makes them much more likely to contribute to change and want to see it succeed. 

Nataliya also points out that local teams should have KPIs that truly belong to them. This helps to tailor the change process and make sure the teams are able to accomplish them. 

Pharma Adoption Barriers 

One of Cecilia’s key points is that you should not prepare processes only. You should prepare people, too. It is crucial to encourage stakeholders to think big picture and imagine the future: more agencies, more partners, different levels of maturity, you name it. 

You should turn strategy into something you can roll out and scale, bridging the gap between the value you want to create and the overall vision. That way, you are not starting from scratch at every step. You are just taking that current vision to the next level. 

By adopting this behavior change, you will see some quick, real wins, which help prevent change fatigue. If skepticism is what is holding things back, do not just throw raw data at your stakeholders but motivate them with real-world examples and use cases. 

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