Developing an execution driven culture at a leading medical devices company 

Type of client?

International med-tech company with about 10 000 employees and a global footprint

What was the problem they were facing?

This unit was performing very well in terms of delivering on their current business but had trouble prioritizing and executing on strategically important cross functional development ideas that were not owned by any particular department’s daily operations. 

How did we support?

Co-designed and launched a program comprising of prioritized, cross functional, breakthrough projects stemming from the unit’s strategic agenda. The program, led by the client with support from us provided the set-up, methodology and support needed to achieve strategic execution and cross functional learning. Selected employees were trained in order to be able to continue this way of working without the need for external support. 

What was the result?

Apart from the actual projects resulting in execution within strategically important development areas, the program built the company’s ability to execute and capture learnings from initiatives that are not strictly related to the everyday operations and thereby developed and strengthened individuals, the organization and the strategy. Further, they built an execution driven culture and are now able to lead and coach such programs themselves. 

The learnings supported the unit in removing bottlenecks and becoming more effective, which proved to be a vital capability in the covid-19 pandemic where demand for their products surged and a rapid scale up of production was needed to be delivered utilizing mainly existing staff and competence.