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Sponsor and Stakeholders
The Sponsor was the Senior Vice President of Worldwide Real Estate and Facilities (WREF), reporting day to day to the Head of Strategy and Performance. Our Principal Consultant, Zed was appointed Consultant Project Manager, Strategy and Performance, charged with working with the Divisional Leadership team of 10 (VPs and HODs). Zed led a core project team of HR Business Partners, Communications Lead, and co-opted various individuals for their specialist contributions during the project e.g. Risk and Compliance, Recruitment, etc.
Assignment
A project and change management of divisional transformation programme to Target Industrial Model (TIM); as part of the overall corporate business services divisional strategy. This included organisational and business process change. Overall responsibility and accountability for timely delivery of project through leadership team, internal business partners and stakeholders. Design, planning and execution of all change interventions. We were responsible for weekly communications programme to employees and chairing a global weekly leadership team meeting on the project.
Situation
WREF was committed to change to a new matrix management structure to meet the commercial challenges set of it by the parent company. The entire organisation was redesigned and the project management started with a series of restructuring announcements and proposals for new job roles. Once this was done the main business of the transformation could begin, namely service transition, knowledge management and risk mitigation.
Result
The entire organisation of some 150 people was re-organised to the target industrial model, ensuring that service execution was pushed down to customer facing roles and that the central ‘towers’ provide strategy and leadership to be a world class offering. Some 3000 outsourced employees are managed by this new divisional team, to provide real estate and facilities (hard and soft) services to all of GSK's estate. Service transitions have been delivered across all of WREF, ensuring risks of knowledge loss, service degradation and poor morale have been mitigated.
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Zarir reported to me in his capacity as an interim consultant project lead, governing the delivery of an organisational transformation project at GSK. The assignment saw him interacting routinely with senior leaders in all global regions, along with essential corporate support functions such as HR, Finance and Risk Management. He brought clear thinking and great experience of change management to bear, ensuring that the project wasn’t simply treated as a tick-box exercise by leaders, who had multiple pressing objectives to focus on; rather that every aspect of people, process and system change was considered and delivered upon. He has a great sense of quiet determination and tenacity, is able to move in to new businesses/companies and grow his knowledge quickly. He has an enviably broad range of business experience, such that he is able to consult on multiple topics up to and including board level strategic change.
Mike Povey, Head of Strategy and Performance, WREF, GlaxoSmithKline
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