The Regulatory Affairs Team spanned six countries, each having its own structure and ways of working with no commonality of approach leading to inefficiency, duplication, confusion in communicating with national health authorities, and ultimately a lack of trust in the function.
Silo'd groups and fragmented business processes creating errors and losses was creating a workforce disconnected from the business strategy and dissatisfied customers. Employees were also weary from various ongoing reengineering, outsourcing, and resource shortages.
Lack of understanding, alignment and staff commitment to a strategic direction left this department operating in silos with little cross-divisional coordination or communication. The organizational culture needed to embrace a common direction and an effective system for planning and execution.