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 Challenge

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

How We Helped

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

Results

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

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