Situation

• Young and fragmented discovery organization
• New global head and new leadership team
• Need to respond to new corporate strategy
• Need to build an effective global discovery operation, rapidly

Actions

• Stakeholder engagement integrated from the outset - from concept, through design to implementation
• Planned around stakeholder interests, not leadership agenda
• Facilitated with and owned by aligned leadership team, not by HR or internal Communications
• Professional input and challenge to messaging, tactical approach

Results

• Major improvement on previous communications failures
• Leadership alignment in how change was led and presented
• Wider engagement of scientific teams in communications activity
• Good understanding and buy-in to the new structure