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.