A leading manufacturer of generic and specialty pharmaceuticals had recently completed a game-changing merger.
Despite engaged leaders and teams across the business, key elements of the integration were encountering major difficulties. Of particular concern were the integrations of the order to cash and finance processes and systems: having experienced multiple delays, critical cutover deadlines had already been pushed back several times.
The combined company’s chief financial officer tapped Navigate to perform a rescue. Working collaboratively with the finance, information technology, and commercial teams, Navigate introduced Agile principles to develop and implement a Minimum Viable Product to fast-track the integration and elevate the customer order and fulfillment experience.
The group also worked quickly to establish effective governance and accountability processes to enhance transparency and communication. Throughout the process, the team employed Agile-inspired ways of working to fill gaps and speed decision-making, collaboration, and accountability.
The result? Traction. Within 12 weeks, the company had not only achieved the successful integration of these all-important functions but also – and perhaps just as importantly – begun to establish new and effective ways of operating as a combined company.
Within 12 weeks, the company had not only achieved the successful integration of these all-important functions but also – and perhaps just as importantly – begun to establish new and effective ways of operating as a combined company.
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