What was the challenge?
Recognizing that the only constant is change, whether organizational or market driven, the Head of Commercial Operations asked, “How can we create an agile, flexible organization during this merger knowing that other changes will come in the future; and, the demand from our Therapeutic Area Franchises is infinite while our resources are finite?”
What we did
The Commercial Operations Leadership team articulated a compelling vision of their contribution to the overall business. They agreed on criteria by which to judge organizational alternatives, developed those alternatives and selected the best fit solution. With agility as a key priority, the leadership team identified the capabilities needed to successful implement the new operating model, analysed the gaps and took steps to close them. Investments to help employees polish their personal brand provided individuals with a meaningful and portable benefit.