We worked with an industry leading pharmaceutical company to assess the organizational architecture of a newly created IT partnering organization and developed recommendations for restructuring the organization to align with the unique needs of the portfolio.
In response to a major acquisition, an industry leading pharmaceutical company created a new IT partnering organization. The client realized that the initial organizational operating model was not optimal to support the size and scope of the portfolio.
Our team worked with the client to perform assessment of the current IT organizational structure and operating model given the overarching business objectives and evolving business strategy. Based on gaps and areas of opportunity uncovered during the assessment, we develop organizational design criteria and then leveraged these criteria to drive an evaluation of potential organizational models. We then analyzed the business stakeholder organization to understand the emerging strategy and organizational structure, areas of natural organizational synergy and levels of anticipated digital/ IT support.
The results of the analysis were synthesized in a recommended organizational design, with clearly defined positions, roles and responsibilities, role grades and reporting relationships. A role build up was developed articulating the rationale behind new positions, role upgrades and role regrades and a governance structure was developed with clearly defined functional alignment, organizational engagement points, roadmap ownership, and portfolio investment responsibilities.
We then partnered with the client to identify and assess resourcing options and developed resource mapping recommendations for staffing the organization.
The recommended organizational architecture enabled the IT organization to meet the unique needs of the portfolio by functionally aligning the IT and business organizations across key focus areas, ensuring cross business departmental representation, while recognizing natural organizational symmetries and balancing the anticipated level of need across the stakeholder organizations. The organizational design provided opportunities for career advancement by enabling resources to obtain the appropriate experiences to broaden their skill sets and obtain supervisory experience with an appropriate span of control. Organizational clarity was achieved through clearly defined roles, responsibilities and governance, and appropriate resourcing was achieved by taking advantage of open headcount, candidate rosters, resourcing swaps, and current team skill sets.