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Let our training and tools
build
cross-functional collaboration.
Programs such as Six Sigma, Agile teams and Project Management Offices can accelerate development and streamline processes, but human factors such as poor communication, unresolved conflict, inefficient decision making and lack of accountability can slow down or even derail such efforts. We can help.
We recently completed an engagement with the worldwide leader in the development of innovative technology products for the biotech industry. The company's growth strategy was based on adding more labs through acquisition while assuring consistent processes and quality. They utilized our tools and training to insure "scalability" of their strategy by:
Working closely with the VP of HR and her staff, we supplemented their internal capabilities by:
Standardizing their processes for launching and monitoring cross-functional projects. We identified a core set of tools combining their own best practices with a selection of our FasTeams® tools.
Branding their own website in order to create a virtual project management office. This provided easy access to tools, best practices, and online training.
Developing leadership capabilities of bright but untrained scientists. We identified key competencies required for lab leaders, and supported them with a custom curriculum of FasTeams for Leaders® modules. We created enthusiasm for the program through a pilot program with emerging leaders.
Breaking down existing silos between functions, culture and geography by structuring workshops that opened communication and identified common barriers. Cross-functional project teams, accountable to an Executive member for their results, addressed the most important problems.
Creating the internal capacity to sustain the process by certifying the internal trainers. We partnered with them from the initial selection of tools to the development and delivery of the pilot to make the transfer of learning seamless.
The results in the first year:
Revenues increased from $160 billion to $191 billion.
Four new labs were acquired, 2 in the US, 2 in Europe.
Standardized process have been adopted for all newly acquired, start-up and existing labs.
Sixteen new leaders were promoted, based on the explicit competencies that were identified and reinforced.
