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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