Reorganization after multiple M & A

Pharmaceuticals

Manager:

About the Customer

The customer is part of a holding company of approximately 30 companies operating worldwide in the pharmaceutical, parapharmacy and health sectors. The customer is a listed company in the life sciences industry with three divisions: Acknowledgment – Development of a new search and development platform to enable the identification of new leading products. RESEARCH & DEVELOPMENT – with offices and offices in 15 European countries and the US, provides technical services and solutions across the entire drug discovery & development cycle.

Testimonial from Сustomer

CI, CEO Ms. CD is an excellent motivator. “She has the rare ability to make people give her best.” I am honored to work with her because she creates a climate of trust and gives hope and perspective to the people she works with. ” Cost avoidance over $ 8.1 million USD

Situation (Challenge)

While the holding company intends to identify, develop and support renewable energy subsidiaries to support ‘transformations’ without being part of the process itself, the aforementioned customer was formed through a merger of three divisions. 2) are each independent subsidiaries. One faced typical post-merger challenges, i. ‘Strategic crafting’ vs. long-term strategy building, limited time resources. In addition, the company had to take extraordinary measures to secure financial viability and increase capital through a public offering of shares. In order to lay the foundations for a truly integrated and global business, to develop and implement key strategies, and to strengthen a new leadership team in these crucial early days of the reorientation, the company sought the services of the interim manager. Challenges included coordinating, directing and revitalizing the businesses, breastfeeding ‘bleeding’, and timely review of strategy development, impending ‘operational meltdown’ and dysfunctional leadership.

Solution (Achievement)

The interim manager took responsibility for the leadership and development of people, systems and operations. It added capacity and expertise to steering progress. She helped focus on focus e and ensured that the strategic focus was maintained until the vision was achievable. Through high concerted efforts, the operational management was shaped together with the functional forces. The strategy has been translated into manageable activities, tailored to each work; Communication, collaboration, processes and quality of services have been drastically improved, awareness has increased, customer problems reduced, resources redistributed, including how employees spend their time, talent and budgets. Clarity was achieved and essential steps were taken, the executives had taken on their responsibilities, the management board was provided with metrics and plans that described how the processes were moving towards a viable organization.