A 15-question diagnostic for Canadian pharma teams launching complex therapies. It helps you size the challenge you’re facing in the real delivery system, and assess whether your strategy and operating approach are strong enough to turn that complexity into decisions and follow-through.
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The question is whether you have time not to. Most clients come to us after months of internal debate and fragmented stakeholder consultations that haven’t produced alignment. Three focused days replaces what typically takes 6-12 months using traditional advisory board sequences. Consider the cost of delay: every month of misalignment before a launch or major decision costs you revenue and competitive position. The workshops are intensive precisely because they compress months of work into weeks.
Our experience across 60+ workshops demonstrates otherwise. Stakeholders consistently tell us these are valuable professional experiences because their input directly shapes strategy rather than disappearing into a report. They value stepping outside their silos to work with others from different parts of the healthcare system—there’s a positive feeling of being in this together, facing similar challenges from different perspectives while learning how the overall system works. We structure 5-hour days to respect clinical schedules, and participants appreciate genuine problem-solving rather than another advisory board interview. As a result, recruitment rates are high, as is the percentage of attendees who say in anonymous surveys they would attend another Mind Meeting workshop.
If your leadership team cannot align on attending a 3-day strategic session, that’s precisely the signal that you need this workshop. The inability to secure leadership attendance typically reflects the underlying misalignment the workshop is designed to solve. In our experience, once the General Manager or senior VP understands the stakes—the cost of failure, the timeline pressure, the revenue at risk—attendance becomes non-negotiable. We can speak with your leadership to explain why their participation is critical.
We’ve designed multiple layers of support to ensure everyone can contribute meaningfully. We provide briefing materials and a glossary of terms before the workshop, review key concepts when we open, and invite questions throughout. During breakout sessions on the six core topics, each group includes subject matter experts who can clarify technical points. More importantly, our experience across 60+ workshops shows that breakthroughs rarely come from solving something highly technical—they come from non-technical approaches such as reframing problems, trying innovative approaches, and fixing broken processes. These insights emerge from collective intelligence and diverse perspectives working through our structured process, not from technical expertise alone. The neurologist learning what payers actually need, the market access director understanding diagnostic pathway challenges—this cross-pollination is where the real value lies.
This is often the ideal time for a workshop. Many clients engage us when they realize their initial launch plan has gaps or misalignments that emerged during early execution. A workshop can quickly course-correct before problems become entrenched. We’ve helped clients 6 months pre-launch, immediately post-launch, and even 18 months into commercialization when results weren’t meeting expectations. The earlier you address misalignment, the less expensive it is to fix, but it’s rarely too late to benefit.
Your consultants and agencies are experts in their domains—market access strategy, medical education, public affairs. But who integrates all their advice into a unified plan? Who resolves the inevitable tensions when the market access consultant’s recommendation conflicts with what your commercial team believes is feasible? Traditional consulting delivers recommendations; Mind Meetings create the alignment needed to execute those recommendations. Many of our clients specifically invite their key consultants to participate in the workshop to ensure everyone is working from the same strategic playbook.
