Cipla

The Market Context: Pharma GTM is a Balancing Act

In the pharmaceutical space, speed alone isn’t enough.

Every go-to-market (GTM) move must balance speed with:

Regulatory compliance

Operational readiness

Medical accuracy

And brand messaging that builds trust

Most large pharma companies—Cipla included—deal with highly fragmented internal processes. Launching a new product line or business vertical requires orchestration across functions that often operate in silos: commercial, regulatory, ops, supply chain, and brand.

It’s a high-stakes environment where misalignment delays launches, inflates costs, and weakens market impact.

That’s where ScalePods entered the picture.

The Challenge: Faster Commercialization Without Compromising Control

Cipla was entering new business verticals—ranging from preventive wellness to direct-to-consumer (D2C) initiatives. The product-market potential was clear, but internal GTM execution was slow.

Key bottlenecks:

GTM planning cycles lacked cross-functional integration

Operational dependencies (like packaging, compliance sign-offs, or dispatch workflows) weren’t always in sync with launch timelines

Marketing teams were planning in isolation from supply chain constraints

Rollout ownership was often ambiguous, causing delays at critical junctures

Cipla didn’t need a faster car. They needed better coordination in the pit crew.

What We Did: Building a Cross-Functional GTM Engine

1. Built a Unified GTM Charter Across Functions

We started by facilitating a series of GTM design sprints that brought together:

Supply chain leads

Regulatory and QA teams

Brand and commercial teams

Ops and digital project owners

Together, we created GTM charters that defined:

Roles and responsibilities by stage (Pre-launch, Launch, Post-launch)

Critical path dependencies — what needs to happen before a launch can proceed

Decision-making protocols — so blockers didn’t become delays

Realistic milestone timelines based on past rollout data

This charter became the operating system for every new vertical launch going forward.

2. Operational Playbooks for Repeatability

Once the GTM flow was defined, we built division-specific playbooks to ensure repeatability.

Each playbook included:

Pre-launch checklist (compliance, supply readiness, asset approvals)

Launch day protocols (SKU go-live, channel coordination, internal training syncs)

Post-launch reporting templates (uptake, feedback loop from field teams)

Communication templates across internal teams, distributors, and partner platforms

These weren’t static docs—they were tools that aligned teams in real time, with embedded dashboards and shared trackers.

3. Agile GTM Pods for On-Ground Acceleration

We helped Cipla form agile GTM pods for each vertical. These pods were temporary, cross-functional teams assigned to specific launches.

Each pod included:

A commercial lead (P&L and narrative)

A supply chain POC (SKU readiness, dispatch timelines)

A brand and medical alignment rep

A GTM operator from ScalePods ensuring sprint velocity

These pods functioned like internal startups — moving faster, making decisions faster, and staying laser-focused on their vertical's launch KPIs.

Results That Moved the Needle

35% reduction in rollout time across three business verticals (from planning to first sale)

GTM planning aligned across supply chain, marketing, and operations — leading to fewer back-and-forth loops

Playbooks deployed in 3 business divisions, now used as a reference model for new launches

Improved internal NPS from brand and ops teams on GTM process clarity

Tighter launch tracking and post-launch accountability with weekly stand-ups and shared scorecards