Reimagining Operational Strategy to Maximize Value and Minimize Risk

Our Client

A global pharmaceutical company on the cutting edge of research and development in a fast-growing market segment.

The Issue

A cross-functional team with differing goals and objectives, often in direct competition with the goals of another department, had limited visibility into other areas of the organization based on longstanding structure and company norms.

The Challenge

With a strong reputation, the company wasn’t accustomed to being on the receiving end of vocal criticism from either internal or external stakeholders, and they were inexperienced in how to address the issues operationally, as well as how to concisely and cohesively communicate with key audiences about the changes they would undertake.

The Opportunity

The executive team was frustrated with the status quo and eager for a new approach to minimize risk and address the political and cultural environments, in which they were operating.

The Plan

Working individually with key leaders of each of the company’s critical functions, we determined the primary pain points from moving the organization forward.

After analyzing the perceived barriers from each team, we determined the critical factors that needed to be solved. With a culture that values in-person collaboration, we developed and facilitated an all-day session for twenty executives to present the essential components in each functional area and get their colleagues engaged in the practical challenges created by competing objectives and a lack of cohesive strategy.

The Result

The objective of the session was for each participant and department to reach a collective understanding, strategic alignment, and an action plan for the next year that would ultimately help them to minimize risk and self-created chaos and to maximize the value and impact of their product.