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Transforming to a Key Account Organisation to win long-term customer commitment and market share

06th June 2018

On the 24th March two of our change management consultants headed to Barcelona to present at the world’s largest gathering of pharmaceutical executives – Eyeforpharma.

They covered a topic that has preoccupied pharmaceutical companies for over 20 years – how to achieve key account ‘excellence’ in the way their most critical accounts are managed and attain a high degree of influence in a hugely complex value chain.

KAM Excellence is an ‘ideal’ that ultimately seeks to combine sales, access and medical expertise to have relationship-creating conversations with customer networks in order to build partnerships.  These conversations seek to shift the focus from price to value and create a more effective, long-term and mutually beneficial collaboration with the ‘new’ types of customer that pharmaceutical companies are serving: a payer network who don’t prescribe, but have significant power in influencing the buying decision.

Our change management consultants have witnessed many pharmaceutical companies pursuing ‘excellence’ whilst  remaining frustrated at the lack of progression towards business partnering with key accounts.  This is because this approach is no longer enough to drive a competitive  position in highly governed customer accounts. This dissatisfaction has led to Rubica developing a proven methodology – the Key Account Organisation (KAO):

Rubica provided an end to end change solution that supported me in analysing the capability gaps in countries; putting in place a change strategy that would bridge those gaps; and implementing measures to link that change with external outcomes. It is very rare to find an organisation that combines Key Account Management expertise with organisational change and performance measurement. Rubica fulfil all those areas.


This short video shares the insights that our change management consultants presented at Eyeforpharma around KAO – addressing 3 fundamental areas:

  1. The pursuit of KAM Excellence – why it hasn’t worked to date
  2. What is actually required to attain ‘excellence’ – transforming to a Key Account Organisation
  3. The 3 critical success factors for enabling a Key Account Organisation

About our work in pharmaceuticals