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Some typical scenarios we’ve encountered...
  • The Start-Up Consultancy

    The Start-Up Consultancy

    A start-up health consulting company employing around 15 people in the UK.

    The Situation

    In order to improve efficiency, the company decided to outsource a proportion of its work to an offshore provider. The consulting firm opted for an offshore sub-contractor that offered a very limited service.

    The founders accepted that prior to any review taking place, they had to devote their own hard-pressed time to the development of a search strategy and parameters for the extraction criteria they wanted the offshore provider to use. The firm’s key concern was that, from the point at which the strategy was handed over to the provider until the results were delivered, it had little control over the provider’s methods, pricing or quality procedures.

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  • The Steadily Growing SME

    The Steadily Growing SME

    A well-established UK health economics consulting company, employing 35 people.

    The Situation

    Born out of historical practices, the company tended to use multiple tools to create and complete a full systematic review. Having to co-ordinate different teams of people and tools at every stage of a review was not only time consuming generally but also required significant input from senior staff – meaning that more often than not, the directors were working in the business and not on the business and its continued development.

    On investigating its approach to the systematic review process, the company found that 40% of each senior analyst’s time, per week, was being consumed by a combination of basic management and supporting more junior analysts with their decision making. In effect, senior staff were spending around 15 hours of their working weeks on tasks that were well below their pay grade.

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