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Organizational Transformation - Client Situation
A large life sciences and chemicals company was implementing a new strategy to better capitalize on its product pipeline. Our client ‘s Marketing team was spending excessive time on operational activities at the expense of customer insight and strategic planning. Marketing employees were complaining of overly broad roles and inadequate career advancement opportunities - the organization was losing talent and the new strategy was at risk.
Our Approach Benchmarking of competitors' organizations and internal focus groups revealed unclear roles for strategic planning, insufficient resource for end-user insight, excessive spans of control, poor internal metrics and ineffective training. We redesigned the Marketing and Sales organization, working jointly with the respective leads. New Market Manager roles were created to drive end-user insight and better customization of the product portfolio to market needs. The planning process was optimized and new Key Performance Indicators (KPIs) were developed. Job descriptions were rewritten to clarify each individual's role. Management spans of control were reduced to drive better product focus in Marketing and better regional focus in Sales. Finally, a structured training and onboarding program was put in place.
Results Half way through its first year, the new organization is already producing more effective decisions. The clearer responsibilities and roles, as well as added capacity have improved workload and strategic focus. As a result, the leadership team is forecasting a substantial (>10%) lift in top-line and bottom-line financial performance in each of the next five years.