Securing internal buy-in to reorganization

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  • 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


  • 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


  • 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
Related capabilities