To meet evolving HCP expectations and our Life Sciences client’s business objectives, Vynamic collaboratively developed a new customer-centric omnichannel ecosystem that would transform how the brand (and the company) approached marketing.
To meet evolving HCP expectations and our Life Sciences client’s business objectives, Vynamic collaboratively developed a new customer-centric omnichannel ecosystem that would transform how the brand (and the company) approached marketing.
A regional health plan sought to migrate to a new CRM platform as part of a multi-year technology transformation aimed at better servicing its members. This CRM is used by roughly a third of the client’s employees to document and manage tens of thousands of customer interactions a year.
A Global Medical Affairs infectious disease team wanted to understand and leverage key learnings from Disease Awareness pre-launch/launch activities of relevant analog vaccines to inform a global strategy for a vaccine in clinical development. Learn more about how Vynamic approached and delivered this project.
The COVID-19 pandemic has changed how new therapies are commercially launched in the US, and many life sciences manufacturers have had to pivot to ensure patients are able to access medications they need. Learn how Vynamic recently advised two large pharmaceutical companies working within in an alliance on how to pivot their launch planning efforts (both internally and externally) for two oncology indication launches.
The Global Vaccines team of a large pharmaceutical company engaged Vynamic to provide a strategic assessment of the potential impact of COVID-19 on the future landscape of diagnostics and surveillance of respiratory viruses.
It's no secret that many health systems and health system leaders are always looking for ways to innovate and become more efficient, and one way to do that is through Lean Methodology. The challenge is, many times the idea of Lean and the methodology behind it are very hard to implement. Vynamic was approached by a long-standing client, a large statewide integrated delivery network, with this precise problem.
A major teaching hospital wanted to better understand the end-to-end journey its patients experience for an inpatient stay. The client hoped to represent the voice of the patient, without bias or filter, identifying areas of excellence and opportunities for improvement.
A large regional health system was in a period of expansion, and had recently acquired a new hospital, with plans to acquire more. Our client needed to incorporate provider and payer credentialing activities for the new hospital into the existing centralized credentialing group. This included merging two workforces while maintaining two locations, technology systems, and credentialing processes.
A regional health system needed to increase programmatic coordination across the clinical research function, comprised of three different clinical research centers within a research institute. Organizational and governance structures were decentralized, and the health system wanted a plan for an enhanced clinical research model that aligned with industry best practices.
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