News & Research: Client Successes

Case Study: Organizational Design Restructuring

ScottMadden was asked by a large pharmaceutical company to examine the facilities management operation, compare it to leading practices, and recommend changes. The client subsequently engaged us to help implement process and technology changes and restructure its organizational design.

• The facilities and site services organization serving the headquarters region of a large pharmaceutical corporation was experiencing significant growth in demand for services, but showed inadequate levels of client satisfaction and operational excellence
• Current-state operations (e.g., management philosophy, processes, structure, and skills) were misaligned with corporate strategy and future client needs
• Performance improvement was limited by functional fragmentation, manual processes, missing skill sets, and lack of shared service operational knowledge
• Strong work ethic, dedication to problem solving, and cost management philosophy were well-established
• The senior manager had established strong relationships with corporate and client executives

• Documented current-state operations, including client satisfaction levels, delivery processes, functional responsibilities, and technology
• Determined strategic and operations gaps relating to corporate governance, client long-term needs, operational efficiency, and organization capability
• Developed a future-state organizational design
• Implemented the new organizational design, including a business plan, performance goals, a balanced scorecard, employee communications, delivery processes, and technological improvements
• Delineated account management responsibilities
• Established a new marketing function to conduct market intelligence, refresh strategy, and lead product development
• Developed performance reporting processes

• Improvements in client satisfaction were clearly evident. Contributing improvements included a centralized customer call center, new account management program, and re-engineered work-order process and system
• Efficiency was improved by realigning functional responsibilities, adding staff with more specialized skills, and developing back office processes and tools
• The restructured group kept up with the increase in client demand for additional space and expanded services without increasing staff