Industry-Specific Specific Customer Engagement Training and Solutions
Change Management

Change Management

Transforming the Business of Key Account Management

Change Management

Global change management projects can be intimidating. Sustaining organizational consistency while delivering local relevancy is not a challenge to be taken lightly. Implementing a global project successfully requires expertise and experience.

Change Management is at the heart of what we do. Clarity’s team and our network of learning professionals lead our client efforts to align with today’s customers in the pharmaceutical and medical device industries. Clarity is the first choice of many top 50 pharmaceutical companies when confronting this challenge and we consistently deliver a solution that is effective and highly measurable.

Clarity has led some of the largest Key Account Management (KAM), Managed Market Sales and Hospital/Institutional Sales learning initiatives and training rollouts in the industry. Clarity has helped some of the leading companies in the industry tailor the 4 Zones™ System to specific sales channels and customer environments in more than 30 countries around the world.



I am interested in finding out more about how our account teams can have smarter customer conversations leading to better results.

Clarity’s Approach towards Change Management & KAM Transformation

Create a compelling argument for change

Moving commercial teams from tactical, transactional selling behavior to strategic key account management takes large scale change.

Sometimes, a lot of it. Multiple moving parts and dependencies are natural factors of any global KAM development initiative and plenty of times where both the will of the implementation team and the cooperative nature of recipients will be tested. For this reason, it’s imperative that the case for change be made successfully from the start. In a McKinsey article entitled: “The Irrational Side of Change Management”, a survey of 3,200 executives worldwide, revealed that only one in three transformation projects succeeded. With that as a backdrop, the authors outline four basic conditions that need to be present for employees to change their behavior. They are:


  • 1. A compelling story – Employees must see the point of change and agree with it.
  • 2. Role modeling – Employees must see those senior to them and those around them behaving in a new way.
  • 3. Reinforcing mechanisms – Systems, processes, and incentives must be in line with the new behavior.
  • 4. Capability building – Employees must have the skills required to make the desired change.

Without exception, every global KAM initiative that has succeeded or failed can be traced back to the existence of ALL 4 of these conditions or the absence of any ONE of them.


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