The Problem
Following a merger, a pharmaceutical leadership team experienced many of the negative effects of the resulting clash of different cultures, mindsets, values. The resulting power struggles and conflict on the team, were getting in the way of results. The problems had become serious enough that they were getting in the way of the team being able to deliver results that internal and external stakeholders needed as governments, the local community, and regulators began to be impacted by and notice the effects of the team’s dysfunction.
The Solution
The level and degree of conflict required an external facilitator to manage and HR leaders reached out to RBL to help create an intervention. Working together, the team identified as the first priority a process that would help align the team around a common purpose—greater than current grievances and past expectations.
To support the process, assessments and coaching—both team and individual—were deployed in order to pinpoint issues and identify how to work toward target goals. Working sessions with the leadership team and RBL occurred every six months for two years.
The Outcome
The team alignment process was able to help team members see the benefits that the merger could deliver to patients, investors, employees, and even the broader community. The team was able to rise to the expectations the merger created. With a lot of effort and growth, both individually and as a team, they exceeded expectations and were even recognized externally.
As a result of the team leadership over the following months, the company saw increases in:
- Levels of engagement (20+% in two years.
- Share Price Increase in preparation for current and future shareholders and possible divestments.
- Effectiveness: Based on the RBL Team’s self-assessment, effectiveness increased from 54% to 78% in a period of 18 months.
- After 3 years most of the team members have been promoted to new global roles within the company.