Delivering a Transformation Solution to Strengthen Operating Model Alignment for an Australian Pharmaceuticals Manufacturer
The Brief
Future Leadership™ was engaged by a leading Australian pharmaceuticals manufacturer to redesign the organisation following a major merger that had created workforce integration challenges. COVID‑related constraints had limited early integration activity, resulting in reduced collaboration, unclear accountability structures and operational inefficiencies.
The organisation sought a robust, evidence‑based methodology to unite teams, streamline ways of working and establish a sustainable, future‑focused design that preserved its heritage of innovation while enhancing governance and accountability
The Process
Future Leadership™ applied a structured organisation design approach to support the business in addressing the integration challenges affecting commercial and operational teams.
Key steps included:
• Review of market and strategic goals to anchor organisational design choices.
• Exploration of alternative operating models including functional and regional structures.
• Review and development of strategic plans and aligned ways of working to support future scalability.
• Workforce engagement to support adoption of the recommended design, including workshops, interviews and focus groups.
• External research into comparable organisations that had undertaken similar integration or transformation activity.
• Review of market and strategic goals to anchor organisational design choices.
• Exploration of alternative operating models including functional and regional structures.
• Review and development of strategic plans and aligned ways of working to support future scalability.
• Workforce engagement to support adoption of the recommended design, including workshops, interviews and focus groups.
• External research into comparable organisations that had undertaken similar integration or transformation activity.
Top 5 Capabilities Developed
Organisational Capability
Ability to redesign structures, systems and processes to enable strategic alignment and future growth.
Systems Thinking
Understanding interdependencies across teams, ensuring the design supported enterprise‑wide collaboration.
Stakeholder Relations
Building trust and engagement through extensive consultation with leaders and frontline teams.
Communication and Influence
Facilitating alignment across diverse stakeholder groups during periods of change.
Strategy and Purpose
Anchoring design decisions to long term business goals and desired organisational outcomes.
The Outcome
The process resulted in a revised organisation design that strengthened governance, clarified accountability and improved collaboration across commercial teams.
The recommended methodology was fully adopted within the Commercial division and continues to be used internally as a reference framework for ongoing organisation design work. The new ways of working remain in place and are being actively embedded across functions to support long term business effectiveness.
