Pharma case study

A global leader in pharmaceutical and consumer goods, with an annual turnover of $80B+ and 130,000 employees.

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The client

A global leader in pharmaceutical and consumer goods, with an annual turnover of $80B+ and 130,000 employees.

The challenge

  • Company leadership were driving a shift to agile ways of working which meant internal project and change management functions had to adapt quickly to change their approach for transformation initiatives.

  • A global change management center of excellence existed in North America, with a hub and spoke structure in place across EMEA, APAC and LATAM regions.  This global CoE had a large but fixed headcount that lacked the flexibility and responsiveness required to support multiple rapid implementation cycle projects. 

  • With all of their staff already allocated to projects, regional and global change management CoE leaders had to bring in expensive external consultancies to support new initiatives.  This led to a decrease in the consistency of change management deliverables and a sharp increase in the cost of the CoE’s service to the business. 

Following an internal restructure, which shifted the global change CoE’s reporting line under a newly formed transformation office, the company wanted to outsource change management delivery globally to a single service provider.

The newly appointed leader of the transformation office had four key objectives:

  • A reduction in the FTE headcount for change management globally.

  • Improved response times to the change management resourcing needs of agile projects.

  • Improved effectiveness of change management activities.

  • Improved governance of change management activities, deliverables, and milestones.

I am a big fan of their work and have appreciated the high quality output of their change managers, especially in times of great organization and company change.
— Senior Director, Transformation Office, Fortune 500 Pharmaceutical Company
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The solution

Having been selected as the sole service provider, Issoria followed a three phase managed service implementation to operationalize their DELEGATE service. 

  • Phase 1:   Mobilization

  • Phase 2a:   Service Set-Up and Baselining

  • Phase 2b:   Knowledge Transfer and Transition

  • Phase 3:   Service delivery to SLA

To meet the global needs of the client, Issoria positioned a global managed service lead at the client’s US headquarters.  This lead acted as a working lead and oversaw the North America region , as well as line managing 3 other Issoria regional leads who were based in each of the regional head offices. 

Issoria’s lead team managed demand and capacity planning, ensured the quality of change management deliverables globally, took responsibility for resourcing and resource on-boarding / off-boarding, drove continuous improvement of methods, tools, and templates, governed change management standards, and tracked, measured and reported on the effectiveness of change management activities and progress to targets.

Following a successful transition phase, the managed service was launched giving the client immediate access to an elite rapid response change management capability globally. 

The impact

  • Reduced FTE head count for change management by 33%.

  • Delivered savings of $10.25 million per annum across fixed overheads and consulting spend for change management.

  • Over a 12 month period, significantly improved metrics for Business Readiness, Benefit Realization, Communications engagement, Training effectiveness, and Technology Adoption.

  • Change Management resourcing SLAs were exceeded or met which led to a reduction in “time to fill” and a improvement in resource retention / resource continuity.  This resulted in projects that were using agile delivery approaches receiving the change management expertise that they needed, when they needed it.


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