Case Study
Boehringer Ingelheim, Medical Division
Objective
To improve the performance of the division by improving
the effectiveness of the leadership team.
Background
“I think the division is now a much
more efficient and happier outfit. There is good interaction between people
and it is much more supportive and amicable than it used to be”.
Charles de Wet, MD - Medical Division Boehringer
Ingelheim
Charles wanted to improve how the medical division’s
leadership team worked with each other. While their performance wasn’t
bad, there was room for improvement. He believed that the top team working
better together would lead to improvements in the whole division. His
biggest problem was working out what aspects needed to be addressed.
One issue that did stand out was the division’s
complex structure. It comprises six departments each with totally different
functional responsibilities. Many staff report to managers or lead teams
both inside and outside the UK.
APG’s intervention
First we used our Team Efficiency Inventory to directly
address team leadership issues. We followed this with an OTI survey
to highlight the specific areas we needed to address.
This initial work showed that the division’s
departments each had different leadership issues. We diagnosed this
further though various focus groups and then set up workshops, first
of all with the senior team.
Next we asked for champions in the division - a mixture
of line and non-managers. The champions gave the leadership group feedback
on their performance and the areas they needed to improve. They also
acted as disciples for the changes the leadership team wanted to initiate.
Through the workshops the leadership team recognised
they needed to be a team rather than heads of departments. They discovered
the things they felt they needed to address cut across all departments.
Says Charles:
“They realised they needed to take ownership,
responsibility and accountability as a team to make things happen. Each
of the team is very good at running their own departments and addressing
their own functional issues. However they needed to accept there are
times when they have to step out of the departmental role and look at
the division as an entity.
“It’s not just a case of seeing
the bigger picture: they are responsible for creating it and making
it happen”.
With our help the team realised that, over and above
implementing and creating the strategy for the division, they also need
to create the right environment to allow people to deliver results.
They saw that if people felt supported, nurtured and not threatened,
the division would function much better.
“We encourage innovation,” says
Charles. “We want people to take risks; try new things. They are
allowed to make mistakes. But they should learn from them so they can
make a better informed decision next time around.”
Result
The direction of the division is now much clearer
and the results of a world-wide company survey support this. The survey
specifically addressed the issue of clarity of vision and business goals
across the company.
The UK outperformed all other European counterparts
and the medical division scored highest of all divisions in the company.
They feel closer to achieving their objectives and
people are better equipped to deliver them.
Other independent surveys have been conducted and
these too show a clear improvement. However the most reassuring endorsement
has come from Boehringer’s MD who has spoken about the improvement.
In addition other people outside the division have spontaneously remarked
on the changes, which is a big incentive for everyone.
Working with Ashtead Performance Group
“The thing that stands out about APG is
that they will analyse a problem with well validated tools like TEI
and OTI" says Charles. "It’s not something thought up
over-night. It’s a good industry database against which you can
compare yourself. This makes the results really meaningful.
“Then they develop a bespoke programme
that really works for you and with which you are comfortable. They will
highlight a programme but you never feel pressurised into following
it. If you say it needs to be different they will listen to your argument.
They will challenge you if necessary, but there will be a consensus
decision for the way forward.
“Together we decided on the best way to
tackle issues and they helped us to develop an action plan for the next
six months. APG facilitated this programme which included regularly
taking stock of where we were along the agreed development plan.
“They really work with you and allow you
to buy into a programme so you feel it really is yours rather than something
that’s been pushed on you. That gives it a much greater chance
of success and sustainability.
“I’ve worked with a lot of consultants
but the reason I like APG is that they give very firm and clear guidance
but put you in the driving seat."