People & Strategy Spring 2017 Vol. 40 Issue 2 - 41

to duplication of work, inefficiencies, and misinterpretation of
the core desired organizational culture. The desired strategic
destination is illustrated on the right side of the figure, where
the different arrows symbolize channels of communication
and collaboration between functions. The desired strategic
destination was a model of inter-functional collaboration,
where duplication of information and inefficiencies would be
reduced.

Understanding Barriers and the
Impact of Subcultures

After review of the current and desired situations, the next
step was to better understand the behavioral and attitudinal
barriers (and their underlying causalities) to the successful
implementation of the change, the specific needs of each
team, as well as specific personality traits and subculture
profiles that had formed based on the collective experience. Dialogue sessions and interviews, using open-ended
exploratory questions, were conducted with key leaders and
employees from each function, to better understand how
the individuals understood the desired strategic change, the
destination, and the new business model. Employees and
leaders were also asked to describe what they perceived as
the current barriers to change implementation, to discuss
their competencies, and the facilitators assessed their attitude, confidence and personal barriers to engage towards
the new destination.
They were also asked to describe how they perceived their
respective functions, teams and the interactions between the
individuals within each function. This allowed for the identification of gaps in the knowledge of other functions' roles and
responsibilities, in the communication processes, and in identifying shared goals between functions. Nodes of resistance to

collaboration, specific duplication of work between functions,
and attitudinal barriers were also identified, as well as different
needs between functions. For example, the medical affairs
team, who tend to be more analytical given the scientific nature
of their work, required to see more evidence of a need for a
business transformation.
The marketing team had a focus on the commercial and
financial impact of the transformation and the sales force teams
were concerned about the impact on clients. Finally the current
leadership team was most concerned about how to engage individuals with a more traditional change management process
across the board (one-size-fits-all) and assumed the organization's employees would follow the new direction in a similar
fashion.

Monitoring Through Candid Dialogue

The next step aimed at monitoring the pulse, or heartbeat
of the organization, by letting people of all departments and
all levels engage in candid dialogue, between functions, and
with the leadership team. Challenges and concerns in relation
to the potential impacts of the transformation on human resources, roles and responsibilities, processes, and requirements
for new competencies were identified.
Regarding the latter, many organization members did not
feel they had these new competencies required by the transformation, and concerns were raised about the organization's ability to appropriately inform and train them in the different new
functions, given how different the expected results and changes
were for each position. During the dialogue sessions, in order
to encourage candid dialogue, expert facilitators set the stage
by encouraging each participant to be willing to be challenged
and to challenge each other in their perspective of the various
elements that were being assessed.

EXHIBIT 1
Example of a transforming organization, moving from functions (f1 to f4) operating in silos to a model centered on inter-functional collaboration and
communiction.
CURRENT
Business Model and Organizational Culture

NEW
Business Model and Organizational Culture

Operational Change

Transitional Plan

Human Factor

w

VOLUME 40 | ISSUE 2 | SPRING 2017

41



Table of Contents for the Digital Edition of People & Strategy Spring 2017 Vol. 40 Issue 2

From The Executive Editor
From The Guest Editors
Perspectives
Transforming Organizations to a Digital World
Achieving Alignment in an Age of Disruptive Velocity
Improving Organization Performance by Optimizing Organization Design
Case Study: From Regional to Global: Using a Strategy to Align a Multinational Organization
Understanding Culture and Subcultures for Efficient and Sustainable Transformation
Redefining Transformation
Executive Roundtable
Linking Theory + Practice
Thought Leaders
Book Reviews
Leadership Insights
People & Strategy Spring 2017 Vol. 40 Issue 2 - Cover1
People & Strategy Spring 2017 Vol. 40 Issue 2 - Cover2
People & Strategy Spring 2017 Vol. 40 Issue 2 - 1
People & Strategy Spring 2017 Vol. 40 Issue 2 - 2
People & Strategy Spring 2017 Vol. 40 Issue 2 - 3
People & Strategy Spring 2017 Vol. 40 Issue 2 - From The Executive Editor
People & Strategy Spring 2017 Vol. 40 Issue 2 - 5
People & Strategy Spring 2017 Vol. 40 Issue 2 - From The Guest Editors
People & Strategy Spring 2017 Vol. 40 Issue 2 - 7
People & Strategy Spring 2017 Vol. 40 Issue 2 - Perspectives
People & Strategy Spring 2017 Vol. 40 Issue 2 - 9
People & Strategy Spring 2017 Vol. 40 Issue 2 - 10
People & Strategy Spring 2017 Vol. 40 Issue 2 - 11
People & Strategy Spring 2017 Vol. 40 Issue 2 - 12
People & Strategy Spring 2017 Vol. 40 Issue 2 - 13
People & Strategy Spring 2017 Vol. 40 Issue 2 - Transforming Organizations to a Digital World
People & Strategy Spring 2017 Vol. 40 Issue 2 - 15
People & Strategy Spring 2017 Vol. 40 Issue 2 - 16
People & Strategy Spring 2017 Vol. 40 Issue 2 - 17
People & Strategy Spring 2017 Vol. 40 Issue 2 - 18
People & Strategy Spring 2017 Vol. 40 Issue 2 - 19
People & Strategy Spring 2017 Vol. 40 Issue 2 - Achieving Alignment in an Age of Disruptive Velocity
People & Strategy Spring 2017 Vol. 40 Issue 2 - 21
People & Strategy Spring 2017 Vol. 40 Issue 2 - 22
People & Strategy Spring 2017 Vol. 40 Issue 2 - 23
People & Strategy Spring 2017 Vol. 40 Issue 2 - 24
People & Strategy Spring 2017 Vol. 40 Issue 2 - 25
People & Strategy Spring 2017 Vol. 40 Issue 2 - Improving Organization Performance by Optimizing Organization Design
People & Strategy Spring 2017 Vol. 40 Issue 2 - 27
People & Strategy Spring 2017 Vol. 40 Issue 2 - 28
People & Strategy Spring 2017 Vol. 40 Issue 2 - 29
People & Strategy Spring 2017 Vol. 40 Issue 2 - 30
People & Strategy Spring 2017 Vol. 40 Issue 2 - 31
People & Strategy Spring 2017 Vol. 40 Issue 2 - Case Study: From Regional to Global: Using a Strategy to Align a Multinational Organization
People & Strategy Spring 2017 Vol. 40 Issue 2 - 33
People & Strategy Spring 2017 Vol. 40 Issue 2 - 34
People & Strategy Spring 2017 Vol. 40 Issue 2 - 35
People & Strategy Spring 2017 Vol. 40 Issue 2 - 36
People & Strategy Spring 2017 Vol. 40 Issue 2 - 37
People & Strategy Spring 2017 Vol. 40 Issue 2 - 38
People & Strategy Spring 2017 Vol. 40 Issue 2 - 39
People & Strategy Spring 2017 Vol. 40 Issue 2 - Understanding Culture and Subcultures for Efficient and Sustainable Transformation
People & Strategy Spring 2017 Vol. 40 Issue 2 - 41
People & Strategy Spring 2017 Vol. 40 Issue 2 - 42
People & Strategy Spring 2017 Vol. 40 Issue 2 - 43
People & Strategy Spring 2017 Vol. 40 Issue 2 - 44
People & Strategy Spring 2017 Vol. 40 Issue 2 - 45
People & Strategy Spring 2017 Vol. 40 Issue 2 - Redefining Transformation
People & Strategy Spring 2017 Vol. 40 Issue 2 - 47
People & Strategy Spring 2017 Vol. 40 Issue 2 - 48
People & Strategy Spring 2017 Vol. 40 Issue 2 - 49
People & Strategy Spring 2017 Vol. 40 Issue 2 - 50
People & Strategy Spring 2017 Vol. 40 Issue 2 - 51
People & Strategy Spring 2017 Vol. 40 Issue 2 - Executive Roundtable
People & Strategy Spring 2017 Vol. 40 Issue 2 - 53
People & Strategy Spring 2017 Vol. 40 Issue 2 - 54
People & Strategy Spring 2017 Vol. 40 Issue 2 - 55
People & Strategy Spring 2017 Vol. 40 Issue 2 - 56
People & Strategy Spring 2017 Vol. 40 Issue 2 - 57
People & Strategy Spring 2017 Vol. 40 Issue 2 - Linking Theory + Practice
People & Strategy Spring 2017 Vol. 40 Issue 2 - 59
People & Strategy Spring 2017 Vol. 40 Issue 2 - 60
People & Strategy Spring 2017 Vol. 40 Issue 2 - 61
People & Strategy Spring 2017 Vol. 40 Issue 2 - 62
People & Strategy Spring 2017 Vol. 40 Issue 2 - 63
People & Strategy Spring 2017 Vol. 40 Issue 2 - Thought Leaders
People & Strategy Spring 2017 Vol. 40 Issue 2 - 65
People & Strategy Spring 2017 Vol. 40 Issue 2 - 66
People & Strategy Spring 2017 Vol. 40 Issue 2 - 67
People & Strategy Spring 2017 Vol. 40 Issue 2 - Book Reviews
People & Strategy Spring 2017 Vol. 40 Issue 2 - 69
People & Strategy Spring 2017 Vol. 40 Issue 2 - 70
People & Strategy Spring 2017 Vol. 40 Issue 2 - 71
People & Strategy Spring 2017 Vol. 40 Issue 2 - 72
People & Strategy Spring 2017 Vol. 40 Issue 2 - Leadership Insights
People & Strategy Spring 2017 Vol. 40 Issue 2 - 74
People & Strategy Spring 2017 Vol. 40 Issue 2 - Cover3
People & Strategy Spring 2017 Vol. 40 Issue 2 - Cover4
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