The implementation of a GBS strategy begins with an independent assessment of the pharmaceutical company’s maturity along 10 dimensions that encompass the organization’s operating model.
All of these dimensions need to be evaluated from different vantage points to be assessed for their maturity level. For example, tax and risk capabilities may vary widely, depending in which part of the world the company is operating (see chart below).
“When doing its assessment of pharmaceutical companies in Peru, for example, the KPMG member firm deploys subject matter experts with a range of qualifications to advise and assess companies operating in the country, where labor regulations are very complex,” says Gallego. “Similarly, the company must assess the degree to which the Board is aligned with the GBS initiative, which falls under the commercial perspective”, he says.
Ten fundamental dimensions of GBS:
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