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Case Study - Change Management

Global pharma benefits from change management strategy

Problem:
Large multinational pharma company had issues with lack of leadership, trust in management and dealing with rapid organizational growth. Low morale and lack of leadership was affecting quality of work as observed from reports received from internal and external customers. Plans to grow the department were constrained due to silo mentality.

Approach:
Due Diligence involved meeting with various stakeholders including upper management, peers and front-line staff to gather intelligence, and craft a long-term strategy with specific 30/60/90 day milestones. We also outlined key deliverables and task owners to report back at the 6 month and 1 year mark. To overcome inertia, we identified "low hanging fruits" to secure early wins and then assigned champions to build momentum, identify and proactively deal with “fence-sitters” and lead the change management effort by example.

Recommendations:
Devised a 100-day change management strategy which included a clear road map and supported this with strong leadership presence. A communication blitz and engagement of key management personnel ensured alignment throughout department, maintained momentum and helped identify "fence sitters". Trust in management was restored by involving grassroots employees in innovative new committees that fostered a sense of team building and common purpose and by enabling front-line staff to participate in regular round-tables (e.g. lunch N’ Learns) with senior management staff to vent out frustrations and/or provide constructive criticism. To breakdown silos, monthly cross-functional forums were held to enhance employee awareness of the roles of different functions and to cross-pollinate ideas.
A rewards and recognition scheme was set up to identify and recognize talent and a departmental retreat was suggested at the 6-month mark to help build a high performance team.

Results:
Within 60 days, tangible and intangible signs of restored trust in management coupled with survey results showed a 40% improvement in satisfaction levels throughout department. Employees felt more engaged and ready to take on new challenges including growing the department by showcasing it as “centre of excellence” to the corporation to secure necessary funding.