Client: Vice President of Research and Development
Pharmaceutical Company (Coaching an executive during a merger or acquisition)
This leader had a scientific Ph.D. background and managed a technical team of several hundred biologists and chemists. Recently his company purchased another pharmaceutical company. It was his responsibility to merge the two scientific cultures into one high-performance team. He was frustrated with his initial attempts to get the two cultures to work together. He was meeting resistance and mistrust at every level, productivity and morale (in both groups) plunged, and he was concerned that some of his best scientists might leave. The coaching process included a 360 assessment: interviews with key stakeholders, several personality assessments, regular one-on-ones, and stakeholder follow-up. The action plan began with identifying a strategic model used to align the groups. He then developed tactics to increase communications (one-on-ones, group presentations, newsletters, videos, e-mails) and build trust at all levels of the organization.
Testimonials:
“Our initial efforts to blend these two cultures were a miserable failure. Your work with [the VP of Research & Development] has made all the difference. Over the last 6 months, he has developed a strategy for culture integration and has begun implementing the process. I now see the two groups working together, sharing information. I can answer my phone without fearing that someone wants to quit. Thank you.” – Senior Vice President (coachee’s boss)