Improving AstraZeneca's relationship with oncologists

How do you better engage your customers when they are becoming increasingly time-poor?

That was the challenge AstraZeneca faced; as clinicians were adopting new technologies, which was accelerated by Covid-19, the traditional ways of doing business were becoming less effective.  

AstraZeneca therefore recognised the need to become more customer-centric - and launched their "growth through innovation" strategy.

Absurd was asked to deliver the transformation roadmap that re-engaged customers; the client team specifically wanted to understand both the quick wins and longer-term investments they could make.

Customers were traditionally engaged through meetings at their place of work and seminars

Understanding the ecosystem

The Absurd team ran a number of workshops with AstraZeneca stakeholders that represented all corners of the organisation.

Bringing cross-function stakeholders together breaks down silos and aligns the team to the problems that need to be solved.

These sessions were designed to download everything that the team already knew about the customer and their ecosystem; the organisations they work for and with, their frustrations, motivations and assumed channels of engagement. 

These workshops enabled us to plan further research for understanding where there may be opportunities for AstraZeneca;

  • Customer interviews - Working with AstraZeneca's research agency, we were able to acquire in-depth knowledge of the motivations and frustrations of AstraZeneca's customers;
  • Footprint mapping - A program of cookie tracking was implemented with HCPs that opted into the program; we were able to understand which channels were being used, and how - this enabled us to fully understand the behaviours of our customers;


Interrogating the customer journey

Once we were able to map the customer journeys, there were a number of additional research tasks that enabled us to understand how AstraZeneca's infrastructure facilitates the current customer experience;

  • Stakeholder interviews - Working with AstraZeneca's Account Managers and Medical Science Liaisons, we were able to understand their behaviour and how they engaged with their customers;
  • Technical discovery - Our Technical Consultants worked with AstraZeneca's internal IT and Digital teams to understand the infrastructure and dependencies that underpin AstraZeneca's processes.
These were the final pieces in being able to comprehensively map the existing service.

Additional workshops were held with the AstraZeneca stakeholder team to define opportunities; this was an important part of the process - it maintained the alignment of the team and ensured buy-in from across the organisation. 


Prioritising a transformation roadmap

Once the opportunities were defined and presented to AstraZeneca, Absurd undertook a task of prioritising across four categories

  • Optimising existing platforms;
  • New features;
  • Processes;
  • Services.

With the goal of providing "short term" changes and "long term" investments, we scored the recommendations for both assumed impact and predicted investment required that could be visualised on a matrix.

We are now supporting AstraZeneca in implementing the recommendations.

Framed photo of Albert Einstein hung on a wall within the Absurd offices