Transforming the Worldwide Oncology Team: A Mindset Shift towards High Performance, Stakeholder Engagement, and Business Acumen

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Leader: VP, WW Medical Oncology

Executive Coach: Rochelle Cooper CEO, Cooper Management Consulting


The WWO Team at a large Pharma is committed to evolving into a high-performing, agile, and stakeholder-engaged unit. Their transformation journey includes not only a shift in mindset but also a deliberate move towards becoming more business-savvy, alongside their scientific focus. This case study outlines their intent, process, and key actions towards achieving their goal of becoming a more collaborative, aligned, and engaged team with a strong business acumen.

Throughout the transformative journey, it is imperative to recognize and applaud the invaluable contributions of the Executive Coach, Rochelle Cooper. The success of this team building has been greatly facilitated by Rochelle’s expertise and professionalism.

I. Intent:

The WWMO Team’s primary goal is to improve its performance, impact, agility, and business acumen. This includes:

  • Identifying a shared vision in order to align the team’s activities and goals, with a focus on business objectives.
  • Team Culture and Norms: Fostering a culture of collaboration, scientific brilliance, and business acumen.
  • Communication: Improving team and stakeholder communication, with a clear emphasis on business-related subjects.
  • Building trust among team members and encouraging collaboration, both in scientific and business situations.
  • Stakeholder Engagement: Increasing engagement with key stakeholders, incorporating their business needs and expectations.

II. Procedure:

The transformation process entails a number of processes and actions targeted at examining, identifying, and acting. The following are important components:

  • Leadership Team Assessment (PRINT): The team members undergo a leadership assessment (PRINT) to better understand their strengths, styles, and areas for improvement in both scientific and business contexts. The assessment results provide insights into team dynamics, identifying gaps and areas for leveraging individual strengths for scientific and business purposes.
  • Team Pulse and Expectations Interviews: Interviews with six leadership team members help identify what is working well within the team, expectations, and areas for improvement, encompassing scientific and business aspects. Insights gained from these interviews inform strategies to enhance team dynamics, culture, and business acumen.
  • Stakeholder Expectations Interviews: Key stakeholders (includes Sr Leaders from Commercial, R&D, US and Ex. US Markets….) interviewed to understand their expectations from the team, including scientific and business-related expectations, and how they measure success. Stakeholder feedback guides the team in aligning their efforts with stakeholder needs, emphasizing business acumen alongside scientific excellence.

Team Actions from Workshop:

      By summarizing the output from the assessments and outcomes for Clarity, this step proved to be a crucial bridge between data collection and actionable planning. Rochelle ensured that the team had a comprehensive understanding of the feedback received, the challenges identified, and the opportunities for improvement.

        She also played a pivotal role in guiding the team through insightful discussions. By creating a safe and open environment, she encouraged team members to engage in constructive dialogue. Her ability to frame discussions, ask probing questions, and facilitate meaningful conversations was instrumental in fostering self-awareness and promoting positive change within the team.  Actions that we took from the workshop(s)


  • Enhancing communication with senior leaders, focusing on both scientific and business aspects, to ensure alignment.
  • Proactive engagement with senior leaders and involvement in decision-making, considering business implications.
  • Focus on strategic thinking in regular meetings, encompassing scientific and business strategies.
  • Establishing forums for aligning tumor and asset leads, promoting business-driven decision-making.
  • Clarifying roles and responsibilities within the team, with a focus on scientific and business functions.
  • Increasing visibility of the team’s contributions, highlighting scientific and business impacts.
  • Leveraging stakeholder feedback for improvement


  • Capitalizing on opportunities to shape the narrative around the portfolio, with a keen focus on business objectives.
  • Contributing to strategic thinking and communication, aligning scientific and business strategies.
  • Continuously assessing and prioritizing tasks, considering Medical and business priorities.
  • Establishing a common purpose and goals, encompassing both scientific and business objectives.
  • Becoming accountable for tumor leadership, including business leadership responsibilities.
  • Ensuring consistent communication within the team, fostering cross functional collaboration.


As a result of their deliberate efforts to shift their mindset towards high performance, stakeholder engagement, and business acumen, the WWMO Team has undergone a profound transformation. They have not only recognized the need for change but have also taken concrete steps to act and perform differently.

The team has embraced their roles and responsibilities with a renewed sense of ownership and clarity. They are now aligned with a shared vision that encompasses both scientific excellence and business objectives. Their collaborative culture, improved communication, and trust-building efforts have paved the way for more effective teamwork.

Through stakeholder engagement, they have gained a deeper understanding of the expectations and needs of key stakeholders, enabling them to align their strategies and actions accordingly. The team’s proactive engagement with senior leaders and their focus on strategic thinking have positioned them as leaders within the organization, both in scientific and business contexts.

In essence, the WWMO Team’s journey has not only shifted their mindset but has also resulted in tangible changes in their behavior and performance. They have become a team that not only acknowledges their remit but also takes ownership of it, driving positive impacts in both scientific advancements and business outcomes. Their transformation stands as a testament to the power of intentional mindset shifts and collaborative efforts within a high-performing team, with the much appreciated assistance of Cooper Management Consulting.

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