Situation

Richard was appointed to head a ‘bruised’ global function that had operated under a lot of different leaders in a short time. His team of ten specialists – based in China, two regions of the USA, and two centres of Europe – were strong, highly technical individuals, but they needed to work together more cohesively and with strategic goals. Richard wanted to re-establish pride, not only within the team but also from stakeholders looking in, so that he could optimise the influence and scope that the function had across the business. We were retained to develop a vision, strategy and goals to develop the global organisation and its leadership.

Solution

We facilitated a series of meetings to define the organisational capabilities required and set the strategic vision and mission. We worked to develop their strengths as a leadership team and to build relationships between individuals. We also helped guide them through an acquisition and resulting restructure.

Tools used

• Visualisation to establish vision and mission statements
• Stakeholder mapping and gap analysis to define organisational capabilities
• Team charter to organise processes and governance
• SWOT analysis to help embed the acquired organisation
• Organisational structure redesign to deliver the vision and mission
• Competency matrix to map career ladders
• Succession planning for future-proofing
• Communications strategy for leaders to engage with staff
• Hogan Personality Inventories to realise key insights
• Coaching sessions for individual growth

Impact

We established a leadership team with a clear sense of direction. Individuals became engaged and were volunteering for initiatives. They developed organisational capabilities, thereby enabling them to deliver on key goals and priorities and drive through the vision and mission.

Testimonial

“It’s so rewarding to take a team from nothing to being a high-performing team.”

Richard Peck, Global Head, Clinical Pharmacology