Growth strategy for legacy immunology portfolio

The client had an established and profitable portfolio in allergies and immunology, with a dominating position in Europe. However, the business was still operating below its potential. Low awareness, weak patient pathways, and low prescription rates were limiting uptake across markets, while the overall ambition for the portfolio remained underdefined. Leadership needed a clearer view of how much growth could be unlocked and what it would take to realise it.

The portfolio lacked a clear, ambition-led therapeutic area aspiration to guide development, prioritisation, and investment. Leadership could see that the business had further potential, but there was no shared view on how far to push it, which growth avenues were genuinely attractive, or which were realistic given the portfolio, market dynamics, and organisational constraints.

At the same time, leadership focus was limited. The business was performing well enough to avoid immediate pressure, but not well enough to realise its full potential without sharper direction. That created a familiar risk for established portfolios: too little strategic attention to make deliberate choices, and too much uncertainty to commit to a more ambitious growth path.

Through a collaboration with functions across the organisation, we established and concretized distinct strategic growth paths, to allow leadership to make actual choices and progress the portfolio.