Organizational transformation is tough. And in highly regulated industries, its challenges can be even steeper. This was the case for a global pharmaceutical company that set out to rethink the drug development process so they could more quickly get much-needed medicines to patients. They needed a bold strategy and fundamental cultural changes in how people worked together. Enter Lippincott.
A long-term view to welding strategy and culture
Since 2011, Lippincott has helped this market leader identify and creatively embed new behaviors to accelerate drug development. We’ve conducted parallel strategic planning at numerous levels and inspired ownership and employee contributions, driving measurable change.
New behaviors, structures and relationships
Through worldwide focus groups and stakeholder outreach, we helped identify core behaviors for streamlining and efficiency. We delivered a high-visibility launch, which we immediately followed it with a novel reward and recognition program to amplify behavioral success stories.
The strategy also included a major organizational restructure. Five therapeutic areas were folded into one. Lippincott helped develop the newly combined vision and managed everything from designing key off-sites to programs for employees that expand relationships across the newly integrated organization, to the design and build of a mobile website, app, and an online directory, that cultivates relationships and further expands employee networks internally.
New insights and tools for leadership
As the global culture change took hold, the focus shifted to business strategy, and again, the client turned to Lippincott for the needed shift.
We translated the strategy into a digestible, inspiring visual and narrative framework, conducted leadership events and helped navigate delicate issues in ways that broke down previously entrenched obstacles.
We took the top 100 leaders through a creative process to experientially understand cultural challenges and equip them to build more inclusive environments. Transparent employee panels, personas and improv sketch scenarios gave leaders the chance to experience the challenges employees face. This helped them shape relevant environments for their teams to thrive within.
This long-term partnership saw Lippincott move fluidly among diverse business units to tailor innovative engagement activities from co-creation to visual expression and crowdsourcing.
The company has seen a tangible shift in global collaboration among clinical teams, leading to an impressive increase in the breadth and depth of the drug pipeline.
During the first five years of our relationship, employee engagement scores rose from 49 to 69 percent. Scores relating to clarity of vision and sense of purpose enjoyed similarly marked improvement, and key engagement drivers in the “optimal” range improved by 300 percent.
Today, key behaviors are embedded in daily activities and employees are invested in achieving business goals. This is evident in the more than 700 annual submissions to the reward and recognition system, and in the 90 percent participant response to the many leadership events Lippincott has designed and run.