Change Management & Knowledge Transfer

Client

A global BioPharma company focused on discovering, developing and delivering innovative medicines for serious diseases. The client focuses on quick responses to patient needs, accelerated pipeline development, sales growth and cost control – in summary, “Speed to Patient.”

Challenge + Opportunity

The client’s commitment to “Speed to Patient” demands new methodologies to effectively and economically manage and share scientific, analytical and financial information and practices, leverage and expand capabilities across traditional organizational boundaries, and build a capability center operating model that can be replicated globally.

The client identified this as an opportunity to take proverbial ‘shared services’ to another level, recognizing that their challenges included:

  • Opening and operating a cross-divisional and cross functional facility at an above-market location;
  • Sponsoring the capture and transfer of knowledge by documenting current state and proposed future state processes, and identifying opportunities to use common processes across disparate functions;
  • Enhancing global transition success by comprehensively onboarding and training new employees;
  • Incorporating new cultural attributes such as employee flexibility and continuous innovation;
  • Seamlessly transitioning legacy work and insourcing targeted activities.

The challenges for the TayganPoint Knowledge Transfer and Management team were:

  • Partnering with program, functional and business teams to capture, develop and transfer knowledge, including teams operating simultaneously at other global locations;
  • Aligning and incorporating the Knowledge Transfer model into the client’s company-wide change management and communications strategies;
  • Ensuring the seamless transition of work using this new operating model, at the same time maintaining continuity of legacy processes, people and systems;
  • Introducing and integrating Knowledge Transfer into the client’s Learning and Development strategy, including utilization of their learning management platform.
  • Integrating Knowledge Transfer into the client’s special initiatives, such as a focus on diversity and inclusion, multi-culturalism, military recruiting, and community engagement.

Approach + Solution

TayganPoint recognizes the importance of carefully balancing the development and execution of knowledge transfer with business operating needs, while managing the demands of competing ideas.  TayganPoint developed a consistent training program for Workforce Administration in the U.S. and U.K., taking into account the unique training, regulatory and timing requirements of both locations. This resulted in often combining the teams into one live training session, but in addition, we created and delivered unique curriculum content to address material differences. The logistics coordination was complicated by multiple locations in many time zones.

TayganPoint implemented a sophisticated and flexible knowledge transfer framework, designing disciplines, processes and Playbooks best suited to integrating with the client’s change management strategy. Knowledge Transfer was positioned as a critical component of the end-to-end change management solution.

The Knowledge Transfer program captures ‘known and available’ onboarding and training resources for roles, identifies and creates the missing resources, materials and capabilities, maps the optimum delivery plan, and tracks transition progress and milestones for capability center employees.

Our approach is that knowledge transfer is complete only when work is fully migrated to the new environment, and success metrics align with the client’s expectations. A collateral benefit of the KT effort was that the client’s curricula were expanded and enriched with the new learning resources.

Our approach required building collaborative and flexible partnerships with functional and business leaders across the company. The KT implementation required the team to acknowledge and manage differences in internal culture, accountabilities, value drivers, and level of commitment to the capability center model.

The TP team flexed to accommodate competing priorities, and engaged client executives who were beyond the core stakeholder network, but whose trust and engagement were important to the success of the program. This approach delivered unanticipated benefits as the client rapidly adopted process improvements, new training resources, and documentation of informal (but critical) practices identified during the KT process.

To manage the change introduced by the capability center business model, knowledge transfer started by briefing Hiring Managers and Subject Matter Experts, ensuring they understood the scope of work, the impact of upcoming changes, and were aligned on communications and resourcing responsibilities.

The KT team moved on to capture detailed and comprehensive information about each role’s processes, technology and people requirements. This ‘sweep’ enabled the KT team to create a customized curriculum by function and role, ensuring alignment with and utilization of existing learning collateral.  The TP team operated with a high level of independence. Managing and nurturing key relationships with functional and business leads allowed the team to build partnerships and transparently and speedily integrate into the client’s organization.

Our ability to build and deliver an end-to-end service offering obviated the need for the client to assign additional internal resources for each stage: the initial organization design and integration workshops, role profile and business process and documentation, through to Knowledge Transfer capture, development and delivery (typically as onboarding and training deployment)

Results + Impact

  • Expansion of the ‘footprint’ of designated functions and services due to intensive KT and investment in onboarding and training, as well as recruiting a new talent base.
  • Established operational metrics for NACC-based roles show significant improvements as a result of the dedicated KT program:
    • Less rework and errors due to lack of training or information;
    • Employees are deemed competent to take on newly assigned work more quickly than is typical;
    • Client and TP had the ability to quickly identify and fill gaps: procedural, people, knowledge.
  • Integrated Knowledge Transfer & Management as an element of a comprehensive change and communications strategy ‘mainstreamed’ the client’s commitment to the resources and benefits it delivered.
  • Developed collateral materials that will be valuable to the Client well beyond the scope of the NACC assignment. Examples include a Knowledge Transfer Playbook, Communications toolkits, HR processes documentation, project and program governance models.
  • Advised program (PMO) and executive leadership during simultaneous global resource transitions, supporting a well-coordinated on-boarding, training and the successful “go live” of new enterprise services in the U.S. and U.K.
  • Client feedback confirms very high satisfaction with TayganPoint’s approach: our people, our relationship management, and our sensitivity to the broader environment. This ‘soft glue’ is complemented by the rigor of knowledge capture, development and delivery processes and systems – the ‘hard wiring.’

About TayganPoint

TayganPoint is a management consulting firm focused on dynamic business transformation. Aligning people, process, culture and technology, they combine deep experience in strategy alignment, process improvement, change management and program management with extensive industry knowledge in Life Science, Financial Services, Healthcare and Energy. TayganPoint delivers high value operations solutions that improve performance, delivering measurable and sustainable results to clients. Learn more at www.tayganpoint.com.

www.tayganpoint.com ©2016 TayganPoint Consulting Group

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