Post Go-Live Stabilization in Pharma

Post go-live stabilization in a pharmaceutical company

AMS intervention to restore operations, trust and data quality after a problematic go-live

A large group in the pharmaceutical sector had recently implemented the Dynamics 365 system, but user adoption was low, critical processes were not working as expected and historical data did not produce the expected outputs. The previous implementation had generated operational issues that led the company to ask for support. The intervention concerned a targeted AMS service: problem analysis, data remediation, process realignment and training. Outcome: operational restoration, improvement of output quality and the start of a continuous optimization service.

Rejection of the tool: the administrative users, spread across several locations, did not trust the system or the previous consulting support.
Disruption of operations: critical finance processes were not executed correctly, with an impact on closings and compliance obligations.
Turnover risk: high dissatisfaction in the administrative team and risk of losing operational knowledge.
Compliance and timing constraints: tax deadlines and formal approvals typical of the pharmaceutical sector imposed stringent priorities.
Unsuitable legacy data: incomplete or incorrect historical data that prevented reliable extractions.
Involvement of non-finance functions: some activities required actions from third-party departments not very inclined to support additional work.

The general approach was a phased, structured AMS intervention, focused on quick results and medium-term stabilization.

Stabilization and start of continuous service: launch of an AMS on a regular basis for prevention, enhancements and incremental optimization.
Structured analysis with users: targeted sessions with operators to collect the “pain points” and distinguish implementation problems from operational gaps.
Prioritization by urgency and impact: mapping of pain points ordered by tax deadlines and impact on core processes.
Progressive intervention on core processes: redesign and alignment of critical finance processes to the regulatory constraints of the sector.
Data remediation: correction and completion of historical data to allow the system to generate correct outputs.
Change management and operational training: practical sessions with users, on-the-job coaching, micro-training to restore trust and skills.

Operational restoration: the main finance processes returned to functioning continuously.
Better output quality: thanks to data remediation, the reports and accounting printouts began to reflect operational reality.
Increased adoption: reduced resistance, increased user trust in the tool and in the consulting support.
Stable service started: established a continuous relationship for scheduled enhancements and incremental optimizations.
Qualitative metrics: recovery of operations and user satisfaction (quantitative data not disclosed for confidentiality).

Post go-live stabilization in a pharmaceutical company

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