Finding points of human connection for organisational change with Bayer
Bayer Healthcare R&D Division was undergoing a significant transformation, shifting from a traditional, separate R&D function to a more integrated, team-based model. This dramatic change in organisation capability was designed to help them remain agile, work at greater pace and further build on the strength of their new drugs pipeline.
Although the change had been announced, it required more than structural adjustments; it demanded a shift in mindset and behaviour across the organisation.
Focus
To enable the shift from a distinct entity to a collective enterprise, we focused on the human dynamics of change, and growing understanding and engagement.
Despite the fact that Bayer had already announced this change, it was important to perform a thorough stakeholder analysis to understand the reaction to the direction of change and to discern how best to engage the stakeholders.
Once we had conducted a series of interviews, we found there was an agreement to the direction on a rational level; but active and passive resistance to the assertive and non-negotiable way in which change was being introduced.
Action
We worked on four key areas with Bayer:
Impact
We catalysed change through a deep understanding of the human systems and by addressing the needs of the people, rather than the process, winning hearts and minds to help implement the ambitious organisational transition. Here is what our client said about our approach:
Sheppard Moscow enabled our leadership team and our Team Leaders to have the courage and ambition to become true entrepreneurial leaders in the drug development process, whilst at the same time convincing the organisation of the necessity for the change. Without Sheppard Moscow we wouldn’t be where we are today.
Steffen Roellinger, Head of Global Project Management
Bayer Pharma R&D