Building Organizational Change Resilience Through a Major Restructuring

To support the shift from a conglomerate to a centralized business model, a global shared services organization was created.  The new unit totaled 10,000 employees, brought together from across all the business divisions. This required significant change management with the dual objectives of releasing cost savings quickly, while minimizing business risk.  We needed to engage and mobilize teams from across 60+ countries and a central pillar of the strategy was upskilling the 3,000 managers and leaders in change leadership to build organizational change resilience.

This was a multi-year project, conducted in a complex, global environment, involving a diverse range of internal and external stakeholders. It remains one of the most successful change programs Novartis has ever conducted.