Health
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Bringing people together after an acquisition
How we brought together employees from both sides of an acquisition to align ways of working and strengthen customer-focused collaboration Initial Situation Following two major acquisitions involving approximately 20,000 employees in total, a leading global chemical company with a workforce of around 97,000 faced the challenge of integrating the acquired businesses into its existing organization.…
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Preparing a global R&D division for future capabilities
How we built a global R&D capability framework of a MedTech company to align learning investments with future business needs. Initial Situation A global leader in gastrointestinal endoscopic medical technology was facing a challenge shared by many innovation-driven organizations: Rapid technological advances, increasing regulatory requirements and evolving customer expectations continuously reshaped the capabilities required across…
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Building visibility for a future pharma-tech leader
How we built a decentralized newsroom for a young life sciences software company that later became part of Bertelsmann’s pharma-tech group. Initial Situation A young life sciences software company had emerged from a management buy-out within a larger European technology group. Its solutions helped pharmaceutical companies and regulatory authorities create, review, validate, and manage the…
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New power through organizational and cultural change
How we helped a communications division break down silos, clarify decision-making, and build a collaborative performance culture Initial Situation The organizational structure and lack of a shared vision were hindering the performance of the communications division of an organization with just under 2,000 employees. The division’s media-specific departments (TV, radio, print, online) were in four…
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Establishing a mission statement to drive merger integration
How we helped a SME to successfully merge nine departments into one new business unit Initial Situation The organization gradually merged nine previously largely independent departments into a new business unit. However, animosities among managers that had developed over decades, an “old boys’ network,” and hierarchical management styles continued to promote silo thinking. The new…