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Transition To New Global Operating Model

Context

  • Engaged by the Global CIO of a Fortune 500 BioPharma to help the IT organization transition to a new operating model
  • A substantial minority were not in favor of the new model which required taking on much more specialized and standardized roles, leading to resistance to the new ways of working.

Solution

  • Developing and communicating a clear business case, including the rationale for the changes
  • Meeting people where they were at and actively listening to their concerns
  • Seeking to understand and address the root causes of resistance
  • Role modeling and engaging change champions at multiple levels; nurturing those who were ‘on the fence’
  • Building a supportive culture around the change, such as through skill building
  • Creating accountability and ownership
    Recognizing not everyone would adopt the change and developing pathways.

Results

  • Removal of major obstacles to transition
  • Increased ownership
  • Accelerated transition to the new operating model.