Situation
- Research organization in a top ten pharma company
- New global organization created from seven pre-existing globally dispersed and operational autonomous research units
- Challenge was to operationalize the new global structure
Actions
- Major program working with leadership teams of Research and Development to examine the issues resulting at the R to D interface
- Program initiated to define operational strategy – processes, governance, infrastructure to support the new organization
- Implementation plan – supported by program and project management tools
- Stakeholder engagement program closely aligned with implementation plan
Results
- Internal Research population bought into the new structure early on – harnessing organisational will to change and managing resistance effectively
- Implementation of new operational strategy closely monitored and managed –enabling intervention and revision as and when required, retaining momentum
- Operations designed to compensate for inherent weaknesses in the structure