Challenge
GSK’s Worldwide Real Estate & Facilities division was moving to a new matrix structure to meet the commercial challenges set by the parent, requiring restructuring, service transition, knowledge management and risk mitigation across a global function encompassing a multi-million-square-foot international estate. The WREF leadership team were not executing the change plan, and the programme was falling behind.
Solution
Zed was appointed Consultant Project Manager, Strategy & Performance, by the SVP and function VP, to mentor the leadership team and lead a core team of international HR business partners, a communications lead, finance and payroll, and risk management. He ran a weekly employee-communications programme, chaired a global weekly leadership meeting, and designed, planned and executed every change intervention.
Results
An organisation of around 150 people was re-organised to the target model, and roughly 3,000 outsourced employees are now managed by the new team. Service transitions were delivered across the division, mitigating the risks of knowledge loss, service degradation and poor morale.
Are you moving a large organisation to a new operating model, with services that cannot be allowed to drop while you do it?
Transformation is not a re-org on a slide. It is people, process and system change, planned and delivered together so that nothing breaks on the way.
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