FORA
Industry
Pharmaceutical
Client
LeadingGeneric Pharmaceutical Company
Challenge
From winning in a given playing field
to seeking leadership in a new environment
Methods
Strategy Design
Leading Change
Strategic Transformation
Cultural Transformation
Change Management
Strategic Learning
Corporate Empathy
Design Thinking
Workshops
• Kick-off and Alignment Workshop
• Strategic Choices Workshop
• Key Priorities Workshop – every year • Strategy in Action Workshop
• Strategy Communications Workshop
Project in A Nutshell
• Led by the Chief Strategy Officer
• Stakeholders included
- CEO
- 12 Directorate
- 1100 Employees
• Corporate Empathy
- 39 face-to-face interviews
• Strategic choices are made. Key priorities are set.
• Inclusive strategy mobilization is done via the name FORA.
The name has 2 meanings:
- Platform where ideas and views can be shared / exchanged
- “All aboard” in sailing
• Strategy in Action – Tactical plans are developed via 118 active participants
- 4 Fleets
- 20 Sailing Boats
- All directors and people managers are involved
• Closing the gap
- Detailed plans are done per sub-initiative
• Strategic Transformation
- 100-day sprints per key priority
- Accountable teams
- Regular follow up
• Progress achieved in all key areas
• FORA gatherings
- Regular all-employee meetings
- FORA newsletter
- 75th year summit
• Strategy cycle refreshes in 100-day sprints and annual planning