The R&D organization was suffering the impact of significant failure in productivity. The challenge was to increase the delivery of meaningful medicines to the global market, in the face of industry demands due to increasing generics, increasing legislative hurdles (especially in the US and EU) and shortening patent times.
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In order to deploy a new five year strategy, senior leaders wanted to elicit understanding and commitment from their organization’s five thousand employees.
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To increase it’s competitiveness in the market, the company initiated a major restructuring from a geography-based structure to a complex, three-dimensional matrix of geographies, segments, and product groups.
This transformation shifted the levels of empowerment and added greater complexity to decision-making, planning, and execution across the organization.
The bank was restructuring their operating model from a group of local banks with local identity to a truly international firm with connectivity across – the aim was to become “one bank”. They were also changing their growth strategy from growing everywhere regardless of size, to focused growth in the markets of most leverage.
Despite millions of dollars invested in technical improvements, the manufacturer’s largest plant continued to have the lowest production rates across the company in the last ten years.
The financial division of the Mexico subsidiary grew to a 4,000-employee organization within only five years. In the face of the rapid growth, senior managers struggled to balance short- and long-term requirements and could not fulfill the many promises made to shareholders, customers, and employees.