Reorganization past multiple M&A
Manager:
Mrs.C. D.
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Customer:
Confidential
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Role:
(Group) COO
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Location:
Italy
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Turnover:
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Time frame:
10 months
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No. of employees:
> 250
About the Customer
The client is part of a holding company of approximately 30 firms, operating globally in the pharmaceutical-, para pharmaceutical- and health sectors and others. The client is a stock exchange-traded company operating in the Life Sciences Industry with three divisions:
1.) DISCOVERY that pioneers a novel Search and Development platform, which facilitates the identification of new product leads.
2.) RESEARCH & DEVELOPMENT with affiliates and offices in 15 European Countries and in the US, provides technological services and solutions throughout the entire drug discovery & development cycle.
3.) SUPPLY TRADING – commercial manufacturing and distribution
Testimonial from Сustomer
CI, CEO
‘CD is an excellent motivator. She has the rare ability of making people give their 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.’
Situation (Challenge)
While the holding company aims to identify and develop subsidiary companies to aid the creation of renewable energies; encourage ‘transformation’ without becoming part itself, aforementioned client was formed by a merger of 3 divisions. Offices under 2) represented independent subsidiaries each.
They faced typical post-merger challenges, i.e. ‘strategic tinkering’ vs long-term strategy building, letting time slip-slide away. In addition, the company took extraordinary measures to secure its financial viability and raise capital through a public offering of shares.
To lay the foundation for a truly integrated and global company in these crucial early days of a new formation, to develop, implement and drive key strategies, to reinforce its new executive team, the company retained services of the Interim Manager.
The challenge was to align, lead and steer revival of ‘bleeding’ units, and to catch up asap on strategy development, probability of an operational meltdown, dysfunctional leadership.
Solution (Achievement)
The Interim Manager took care of development of people, systems and operations. She added capacities and expertise steering progress. She helped to stay on task and ensured that the strategic focus remained until the vision was achievable.
Due to highly concerted effort with the function heads, operational management was shaped. Strategy was translated to people’s respective work, communication, collaboration, processes and quality of services were drastically improved, awareness raised, customer issues reduced, resources re-allocated, including how people invested their time, talent, and budgets.
Clarity was achieved and essential steps mapped, leader had accepted responsibility, management board had metrics plans available to ensure they were aware on how implementations were progressing towards a sustaining organization.