Calibrating for what's next
Performance may be impacted by what’s happening on the road, but strong performance in any conditions begins with what’s going on under the hood.
For the pCPA, this means investing in what makes progress possible, from the people we hire and the systems we build to the partnerships we cultivate and the information we rely on. As the pharmaceutical landscape continues to evolve, the conditions in which the pCPA operates are constantly changing. It’s essential that we continually adapt to ensure we have the capabilities needed to navigate these changes effectively.
That’s why, over the last fiscal year, we focused intently on growing organizational capacity and strengthening the systems, knowledge, and connections that support our work, in addition to developing our first strategic plan as a stand-alone organization. Calibrating for what’s next isn’t just about growing but also getting the right people, capabilities, and structures in place to carry future demands.
Throughout 2025–26, we invested heavily in recruitment and pursued new tools and resources to enhance our team and work practices. We brought key functions such as information technology and project management in-house and expanded our expertise in emerging focus areas, including partner relations and quality and innovation.
Calibrating for what’s next isn’t just about growing but also getting the right people, capabilities, and structures in place to carry future demands.
Teams across the organization worked to strengthen internal capabilities and modernize how information, insights, and expertise are secured and shared within the pCPA and beyond. Beyond the points highlighted in the message from leadership, this included:
- Fostering connections for international benchmarking and knowledge sharing with peer organizations in other countries.
- Advancing work in preparation for a new website and a real-time performance dashboard to improve access to information and strengthen transparency.
- Laying the foundation for an improved database to provide better visibility into negotiations, including timeline views that show the progress of files through key milestones in the negotiation process.
While these behind-the-scenes efforts may be less visible or harder to quantify than negotiation outcomes, they represent important investments in long-term performance and resilience. Together they’ve strengthened our ability to manage increasing workloads, respond to emerging challenges, and continue delivering results today, while preparing for tomorrow’s opportunities.
