Case Study

Strategic Alignment

The Situation

Company: Large global pharma

Issue: Recent acquisitions and a restructuring of device and combination product support divisions provided a necessary opportunity for strategic realignment.

Project: Executive strategy and organizational restructuring/systems to support strategic alignment.

Challenges Expressed:

  • Multiple global teams and sites now under the same management
  • Traditionally flat organization placed significant administrative burden on managers
  • Long-tenured team members on long-period projects; inflexible team assignments
  • Difficulties with R&D to product support handoff process
  • Uncertainty in process for product design changes

Impact:

  • Project delays; lost revenue
  • Inefficiencies in structure and processes; higher than necessart costs
  • Difficulties resourcing the right talent for new projects

Discovery:

  • Existing processes and systems were rigid overall but not well-defined in key areas (design changes)
  • A global but siloed team did not facilitate collaboration and growth
  • Project and department governance meetings were overly burdensome and inefficient
  • Knowledgeable team members and management but were generally unaware of formative events outside of their product responsibilities

Solutions Implemented:

  • Coached senior management through needed organizational changes
  • Integrated new systems based on best practices from industry-wide experience
  • Created plans for incremental improvements in design change process
  • Improved project and department governance structure to increase efficiency, effectiveness
  • Created steps to improve R&D to product support handoff process