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Cultures

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.