The Business Need

Two medium sized pharmaceutical companies merged to create one of the world’s largest pharmaceutical companies in order to build sufficient critical mass to compete at a global level and to fill the gap created by some major drugs going off patent. The challenge was to address both the ‘business processes’ (e.g. structure and roles) and the ‘human processes’ (e.g. culture and resistance to change). The goal was deliver more efficient working in terms of output per person and speed and quantity of drug development. CLC were hired by the SVP – Head of the Global Clinical Division (4000 persons worldwide) – to support the organisational design process of the new global organisation and to help implement this merger through working with the senior team and their organisations, while ensuring ongoing business was delivered.


What CLC Did

CLC started with a diagnostic to identify the key themes that were critical to achieving a successful merger. These were identified as:

  • ability to think globally and respond locally
  • providing leadership
  • developing cross cultural understanding and alignment


CLC then supported global and local directors individually (60 leaders) as well as their teams across the different sites as well as facilitating large events of up to 200 people in order to transparently engage and resolve the most significant change issues using 5DL (Five Dimensions of Leadership) as the leadership context for their work.

CLC monitored global and local ‘patterns’ (how merger working, course corrections needed and leadership development interventions required). This way CLC acted as ‘eyes and ears’ so that leadership had on-going feedback on how they were doing in leading the change, and their people understood and worked with the themes that were relevant to smooth merger and business goals being delivered.


The Outcome

Leadership improved and aligned with the business processes and won hearts and minds.

  • Produced some impressive business results: common processes developed and metrics introduced within one year
  • All targeted synergies achieved, efficiency increased and output maintained
  • One global function including the USA

5DL The Book

5DL The Book Rev1

Arriving summer 2017

The Creative Manager

CM Reduced

An exploration for the potential for change in all individuals and the reasons why so many fail to achieve that potential in the environment of an organisation.