Strategy Facilitation and Change Management (Indica Consulting)

Strategy Facilitation and Change Management

Created a new generation sales and marketing organization to support organic growth

A Fortune 100 client in the pharmaceutical services market had grown through acquisition. There was a lack of clarity in processes, and roles and responsibilities. Also, there were inconsistent performance and reward systems across different businesses. This was leading to internal competition for customers as well as lost opportunities, and inefficient resource utilization. The client wanted an integrated market strategy to capitalize on customer and operating synergies. We developed a "go-to-market" strategy that created a single face to the customer and helped the organization focus on organic growth. In addition, we redesigned a largely silo-ed product-based sales organization to a functionally based, matrix sales and marketing organization to more effectively support the coordinated market strategy.

Introducing a culture of customer service in a traditional, hierarchical research organization

At a Fortune 100 pharmaceutical client, the process by which cross-functional R&D teams interacted to advance the drug development process was experiencing challenges. There was friction between the operations and program managers who had oversight over drug development teams, and the physicians and scientists who were accountable for the trial protocols and results. The new leader of the operations and program management function saw a need to create a culture of a customer and project orientation to improve effectiveness and efficiency of these cross functional teams. Our role consisted of identifying the points of resistance within the operations and program management group, and creating an awareness and buy-in from the "bottom-up" to the idea of being customer focused. Our work helped establish the foundation for an extensive change management and organizational restructuring process.

Creating a multi-stakeholder, community based pediatric health network

The client is one of the world's leading academic pediatric hospitals. As a result of its reputation and quality of care, it also functioned as the "pediatric hospital of choice" for the community in which it was based (a large metropolitan area in Canada). The client was concerned that it would not be able to balance the needs of the community with its larger mission, given the funding pressures facing the socialized healthcare system. As a result it wished to create a regionalized system of pediatric care that would allow the academic center to concentrate on high-end secondary, tertiary, and quaternary care while devolving primary and low-end secondary care to community hospitals. The intention was to ensure access to top quality care for the entire region while balancing use of limited funds. We led a team that facilitated diverse stakeholder groups (representing the community, government and health policy, community hospitals, physicians and specialists) to develop the guiding principles for the creation of a regional child health network www.echn.ca

Facilitating change in a heavily unionized environment

The client was a major international airline facing bankruptcy. It needed increased productivity and operating efficiencies as part of its turnaround strategy. The employees of the airline were represented by multiple unions. I led a client team consisting of unionized and non-unionized employees in two key functional areas of the airline. Working collaboratively, we identified and delivered productivity gains in excess of $5 million in the airport operations and maintenance and engineering functions that involved extensive negotiations with and concessions from multiple unions.





		E-mail Print Leadership Development and Coaching Team Effectiveness and Learning Strategy Facilitation and Change Management Created a new generation sales and marketing organization to support organic growth A Fortune 100 client in the pharmaceutical services market had grown through acquisition. There was a lack of clarity in processes, and roles and responsibilities. Also, there were inconsistent performance and reward systems across different businesses. This was leading to internal competition for customers as well as lost opportunities, and inefficient resource utilization. The client wanted an integrated market strategy to capitalize on customer and operating synergies. We developed a "go-to-market" strategy that created a single face to the customer and helped the organization focus on organic growth. In addition, we redesigned a largely silo-ed product-based sales organization to a functionally based, matrix sales and marketing organization to more effectively support the coordinated market strategy. Introducing a culture of customer service in a traditional, hierarchical research organization At a Fortune 100 pharmaceutical client, the process by which cross-functional R&D teams interacted to advance the drug development process was experiencing challenges. There was friction between the operations and program managers who had oversight over drug development teams, and the physicians and scientists who were accountable for the trial protocols and results. The new leader of the operations and program management function saw a need to create a culture of a customer and project orientation to improve effectiveness and efficiency of these cross functional teams. Our role consisted of identifying the points of resistance within the operations and program management group, and creating an awareness and buy-in from the "bottom-up" to the idea of being customer focused. Our work helped establish the foundation for an extensive change management and organizational restructuring process. Creating a multi-stakeholder, community based pediatric health network The client is one of the world's leading academic pediatric hospitals. As a result of its reputation and quality of care, it also functioned as the "pediatric hospital of choice" for the community in which it was based (a large metropolitan area in Canada). The client was concerned that it would not be able to balance the needs of the community with its larger mission, given the funding pressures facing the socialized healthcare system. As a result it wished to create a regionalized system of pediatric care that would allow the academic center to concentrate on high-end secondary, tertiary, and quaternary care while devolving primary and low-end secondary care to community hospitals. The intention was to ensure access to top quality care for the entire region while balancing use of limited funds. We led a team that facilitated diverse stakeholder groups (representing the community, government and health policy, community hospitals, physicians and specialists) to develop the guiding principles for the creation of a regional child health network www.echn.ca Facilitating change in a heavily unionized environment The client was a major international airline facing bankruptcy. It needed increased productivity and operating efficiencies as part of its turnaround strategy. The employees of the airline were represented by multiple unions. I led a client team consisting of unionized and non-unionized employees in two key functional areas of the airline. Working collaboratively, we identified and delivered productivity gains in excess of $5 million in the airport operations and maintenance and engineering functions that involved extensive negotiations with and concessions from multiple unions.