Pharmaceuticals Manufacturer
Bourton Group, 2004
Performance Improvement through Culture Change
Summary
Our client is a leading player in the highly competitive global pharmaceuticals sector, where demands for flexibility, responsiveness, and cost effectiveness are constantly accelerating.
The need for a step change, not only in global performance, but also in the organisation’s philosophy, structure, and culture was widely acknowledged. However, the traditional, hierarchical style was recognised as a significant constraint. A ‘think tank’ tasked with defining a new paradigm was inaugurated by our client in 2004, with Bourton Group playing a major role in the formation of a radical new global vision. This included the realignment of operations along process lines; the adoption of a flatter organisation structure; and the introduction of Lean team working to engage and empower employees at all levels to leverage performance.
Following major restructuring, two operating divisions in the UK asked Bourton Group to help them develop and implement the Lean team working element of the vision. This presented a major challenge due to the highly regulated operating environment within which the business operates. It also had significant implications for the way that the managers, teams and individuals within the organisation worked.
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