Facilitating Large-Scale Organizational Change

In its effort to evolve its newly formed group of medical and life science companies into a leading company, our client set out to establish a single global brand. Creating the brand required, in part, synthesizing a consolidated value proposition as well as organizational values from thousands of employees across three continents and five discrete businesses that range from biotech to medical devices. The group company’s senior leadership insisted that the essence of the new brand be defined by employees and not outside consultants.

PFC partnered with the client’s US-based advertising agency to co-design and co-facilitate an inclusive, interactive and culturally appropriate approach for collaborating with employees on sharing their insights and synthesizing them into a unified global brand. Additionally, PFC used its trilingual capabilities as well as its expertise in cross-cultural facilitation and process consulting to ensure thse US- and Japan-based global project team met its milestones and goals during the yearlong project.

During the internal rollout of the project, PFC designed and facilitated a cascade of executive seminars and workshops to help employees spread out across three continents understand, internalize and begin to embody the new corporate values at the foundation of its culture. PFC also provided the client’s change agents with the resources needed to facilitate sessions on their own.

Our client’s board of directors approved the new group company brand based on their evaluation that the project deliverables met their criteria for high quality, global applicability and evidence that the brand ideas were borne from and endorsed by employees around the world. As a result, 88% of more than 1,100 people who participated in the first wave of workshops to instill the new brand and culture reported that they personally support the initiative.