ACT LOCAL: Post Merger Integration - Pharma
Client Challenge
A failing pharmaceutical company in the United States was purchased by another large American corporation, which then installed new leadership. With all the change going on, team morale was low -- people were sleeping through meetings and sick days were numerous. The management team recognized that the company culture was fast becoming toxic, which could potentially result in lower rates of innovation, poor teamwork and reduced profitability.
Lamson Consulting Solution
Lamson Consulting was brought in by the executive team to build a new strategic game plan focused on stopping the downward spiral and implementing practical, sustainable programs that would increase employee engagement, effectiveness and morale.
We began with a collaborative approach, by facilitating a S.W.O.T. analysis jointly with the leadership team and their direct reports. In a two month period we identified issues, gaps and actions that were needed to move forward. Then, working closely with contributing team members, we put together a plan that:
1) Engaged employees by bringing transparency into the new structure and vision for the company.
2) Encouraged participation by setting company and team goals with monetary and promotion incentives for employees.
3) Established employee development programs: incremental training, a mentor program, and on-site health care initiative.
Client Impact
Employee morale and productivity has dramatically shifted. Not only are employees more engaged in meetings and in the workplace, but also attendance is up and the atmosphere inside the company is positive and energetic. Informal employee surveys show that they are more trusting of the new leadership and are enthusiastic about the direction of the company. Both leadership and employees have been demonstrating that they have been keeping their mutual commitments via regular employee communications and progress reports. Today, the business is now profitable and is looking forward to future growth.
