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Case Studies

 

Rapidly Scaling An Organization while Keeping a Startup Mentality

September 12, 2014

Challenge: With the impending launch of a potential blockbuster and more products in the pipeline, this mid-size biotech company needed to rapidly scale its operations: moving from a research-focused startup to a mature commercial organization, while retaining elements of speed and nimbleness in its culture that had made them successful.


Taking a New Business Unit from Inception to Highly-Functioning Organization

A pharmaceutical company had indentified and validated a highly profitable market space and empowered an internal team to design a new organization to meet the need. Peak Development was called in to help bring the organization to life. In working through the transition from Design Team to Leadership Team, the organization needed to address not only concrete aspects like their funding model, physical space, and processes, but also less tangible aspects like a vision and platform that would paint a compelling picture of the organization’s future, and a culture that would set the tone for their success.


Reshaping an Organization for Competitive Advantage

September 6, 2013

Challenge: A well-regarded company with several category-leading brands had missed its top and/or bottom line for the past several quarters. Senior leaders were wary of a redesign process that would simply move boxes on an organizational chart. They were looking to send a signal that real change was required at every level of the organization, and to undergo a process that would dramatically impact both how people worked with one another and the results they could achieve.


Streamlining Operations Across Multiple Continents

September 5, 2013

Challenge: Affiliates within each country throughout Europe, the Middle East, and Africa (EMEA) had their own IT staff, structures, and systems. Streamlining these efforts would require an effort that spanned national cultures, organizational structures, geographic borders, and different ways of operating.


Creating a Self-Sustaining Global Operating Model

September 4, 2013

Challenge: Building a new global operating model with six historically discreet business units: creating platforms for collaboration; designing processes, roles, and systems to support new ways of working; and aligning their organizational cultures to sustain changes into the future.


Building a Development Culture

September 3, 2013

Challenge: Building a development culture across a fast-growing company which aimed to become a world-class organization.


Creating a Stronger Whole from Merging Parts

September 2, 2013

Challenge: Viewing the integration of two divisions not as an “either/or” choice, but as an opportunity to use the best of both worlds to create a new and exciting organization.


    Developing the Next Generation of Leaders

    September 6, 2013

    Challenge: Creating a plan for developing this company’s top performers of today into its leaders of tomorrow. Without such a plan, they faced the possibility of vacant leadership positions, or worse, executives who lacked the skills and experience to lead effectively.


    Giving Executives a Competitive Edge

    September 5, 2013

    Challenge: Helping a newly appointed senior executive make the leap from functional area leader to organizational leader.


      Establishing the Framework for a High-Performing Team

      September 6, 2013

      Challenge: This team needed not only to manage a highly complex product launch—the largest prescription to over-the-counter switch in the company’s history—but to do so amid the integration of two large pharmaceutical companies. It was a high-profile test of the acquisition’s value, but also an opportunity to showcase how the best aspects of both cultures could combine to create new ways of working.


      Enhancing an Executive Team’s Performance

      September 5, 2013

      Challenge: This team had experienced a great deal of churn in the past year, and many new members were serving on a management board for the first time. The executive sponsor recognized that the team was focusing more on functional than organizational issues, and wanted to help them become more effective as an executive leadership body. Team members needed to think bigger, to challenge proactively, and to create an environment for transformational change within themselves and the organization.


        Transforming the Skills of HR Practitioners

        September 6, 2013

        Challenge: This company had been through several mergers and name changes in the past few years. As the organization changed, the Human Resource (HR) team’s focus had blurred. The Vice President of HR was looking for a way to align the global team around a common vision for the function. She wanted to transform the team’s skill set, allowing them to transition out of their traditional, transactionally-focused roles, and become true strategic business partners with their line clients.


        Designing an Organization for Industry Leadership

        September 5, 2013

        Challenge: Achieving a key initiative in this pharmaceutical company’s vision: the design of a seamless operating model (from molecule to market). To provide a powerful base of sustainability, the initiative was led internally by HR executives, with Peak Development providing additional expertise in organization design and executive coaching to sharpen their consulting skills as they cascaded the effort throughout the company.