How Sanofi is developing the leaders behind its future launches.
In a transforming business environment, Sanofi set out to strengthen one of its strategic priorities: building the capabilities required to launch new products successfully, across markets, functions and geographies.
The challenge was not only to define frameworks, tools or standards. It was also to develop the people who bring them to life.
To support this ambition, Sanofi created a dedicated Talent Accelerator Journey for talents involved at different sages of the launch lifecycle — from research and development to commercialization. The programme was designed as an 18-month development journey, combining individual assessment, collective learning, peer coaching, business masterclasses and on-the-job development opportunities.
Authentic Talent partnered with Sanofi on the Hogan assessment component, helping participants build a deeper understanding of their leadership style, strengths and potential derailers — and translating those insights into concrete development priorities.
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Why this journey, and why now?
Sanofi’s launch ambition requires a shared language and a more integrated way of working. Launching a product is not the responsibility of one function alone. It involves R&D, manufacturing, supply, commercial, marketing, medical, market access, corporate affairs and other critical players.
Yet in large, global organisations, these populations do not always work closely together. Some intervene years before launch; others are closer to commercialization. Each function has its own constraints, vocabulary and priorities.
Sanofi wanted to create a stronger connection between these worlds.
The Talent Accelerator Journey was therefore designed to help selected talents better understand themselves, better understand each other, and better contribute to a shared business objective.
A journey, not a one-off training
From the beginning, Sanofi chose not to approach this as a standard training programme.
The ambition was to build a personalised journey over time. The programme combines formal learning, learning from others, and practical experiences. This includes business workshops, peer coaching, mentoring, potential short term job assignments and individual development actions.
Three principles shaped the journey:
The role of Hogan Assessments
Hogan assessment was used as one of the first steps in the journey.
For many participants, it was their first Hogan experience. The goal was not to label people or predict performance perfectly, but to open a more precise and objective conversation about leadership behaviour.
Each participant went through an individual Hogan debrief, followed by a second conversation to connect the assessment insights with feedback, career aspirations, skills discussions and current business challenges.
This mattered because self-awareness alone is not enough. The value comes when participants start asking: What does this mean for the way I influence others? How do I show up in cross-functional teams? What could become a risk for me in my leadership journey? What can I do differently?
From individual insight to collective learning
Sanofi also used the collective Hogan analysis to identify shared development needs across the group.
One insight was particularly useful: the group had a strong need to learn through connection, exchange and peer interaction. This reinforced the decision to introduce peer coaching and smaller learning groups, but also other development interventions.
The assessment also helped identify complementary profiles. Some participants were naturally strong in areas where others wanted to grow. This created opportunities for targeted peer learning, not just generic networking.
Breaking silos across the launch lifecycle
A recurring theme in the journey was the need to break silos.
Participants expressed the need to better understand what other functions do, how they contribute to launch, and what challenges they face. In response, Sanofi introduced masterclasses focused on the launch framework and on the different roles involved across the business.
This helped participants see launch as a shared system rather than a sequence of isolated contributions.
For leaders operating in complex environments, this broader understanding is essential. It supports better handovers, more inclusive decision-making and stronger collaboration across functions.
What changed so far
The journey was still ongoing at the time of the interview, so Sanofi is careful not to overstate the results. The early impact is mainly qualitative.
Several participants described the Hogan experience as eye-opening. It helped them reflect on how they are perceived, how they interact with others, and what could potentially limit their impact.
Many chose to focus their development priorities on leadership topics rather than purely technical skills: stakeholder influence, executive presence, assertiveness, feedback, communication and cross-functional collaboration.
Some participants came back after their debriefs to go deeper. They wanted to discuss real situations, understand certain behaviours and test new strategies in their work environment.
This is where the assessment became most useful : not as a one-time report, but as a starting point for practical development.
What we learned
Sanofi’s Talent Accelerator Journey highlights a broader shift in talent development.
A more strategic use of assessment
This case illustrates a core belief shared by Sanofi and Authentic Talent: leadership assessment should not be treated as an isolated HR exercise.
Used well, it helps organisations make development more targeted, more objective and more connected to business priorities.
For Sanofi, the Talent Accelerator Journey is still unfolding. Its long-term impact will need to be observed over time. But the early signs are clear: when self-awareness is embedded into a broader development journey, it can help leaders act with more intention, more clarity and more impact.
Looking to build a talent journey connected to your business priorities?
Authentic Talent helps organisations make more informed decisions about leaders and talents through assessment, development and strategic talent insight.
Let’s discuss how to turn your talent priorities into a practical, business-driven development journey.
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