Our client was a global and decentralized pharmaceutical corporation that wanted to improve agility and lower costs to keep up with more nimble competitors in the industry. The company also had a goal to improve its ESG metrics through a Lean-Agile transformation, as these metrics were increasing in importance for investors and shareholders. We were brought in to design the company’s holistic Lean-Agile transformation strategy by assessing the company’s R&D, manufacturing, and governance processes.
Over the course of 12 months, we were able to lead implementation of an appropriate cloud data solution across 4 global regions. We were also able to significantly transform the culture and operating model of the organization into a more lean, collaborative, and value-centered one. Value streams were clearly mapped at the portfolio level and people were re-organized around these value streams.
Siloed development teams were integrated at the program level, often using video conference sessions as well as face-to-face workshops as needed. While there were hiccups as expected in the transformation process, the Lean-Agile way of working became an essential part of the culture of the organization, with ~900 staff being formally certified and coached in Scrum or SAFe.
As a result of the transformation, in the first year, the company significantly improved time-to-market with releases every 30 days rather than once a year and reduced operating costs significantly.