A merger between two large businesses in IMS Health and Quintiles, sprinkled in dozens and dozens of acquired businesses makes for an organization in disarray. Culture clash between a conservative CRO and the consulting shoot from the hip style of IMS Health. A shop worn concept of "centers of excellence" in a highly matrix global and regional business unit hierarchy. Support functions including IT, HR, finance serving only the "masters" closet to each function. Lots of inefficiencies in all processes. Example, deployment of tools like Workday and SAP Concur, yet pre-approvals that are manual, set around through email.
The business hasn't clearly adopted the brand and struggles between being a data science business vs. a "tech company." Senior leadership with span of control challenges with seemingly everyone as direct reports apparently to have the facade of a lean flat organizational hierarchy. Lack or cross product strategy with the oxymoron of lots of teams with "strategy" in their titles. Accountability for results with very little responsibility. Human capital strategy misaligned, with key HR processes being implemented in a "going through the motions fashion" without intent to improve performance.
Disconnected selling strategy with everyone chasing the proverbial soccer ball, No real marketing/lead generation measures in place, with lots of guidance on brand, colors, PowerPoint icons and a sense of harvesting headcount in order to serve internal customers.
