A major global pharma company in an immediate post-merger situation wished to combine perceived legacy organisation strengths in clinical project management from one company and resource management from the other into a new global group.
Kinapse divided the approach into a design phase and an implementation phase.
The design phase began with stakeholder interviews to identify genuine strengths and weaknesses in both functions.
Stakeholder feedback was built on in facilitated workshops to define remit, value proposition, key roles and key processes for the new group.
Design outputs were used to get stakeholder buy-in for the implementation phase, addressing strategy, processes, culture, organisation and information architecture.
A new group has been established which delivers: