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