Two global pharmaceutical organisations merged, creating a Top 20 pharmaceutical company. The merged development organisation required processes, interfaces, roles and responsibilities in to be defined within clinical development, medical affairs and PPRM. Differences in legacy company cultures also had to be overcome.

The Kinapse change management methodology, which included diagnostic, design, implementation and benefits realisation phases, was used. Complementary projects were undertaken to operationalise the functional interfaces between Medical Affairs, Clinical Development and Commercial functions. A central clinical programme and resource management capability which integrated the strengths of the legacy project and resource management capabilities was established.

Workable structures, enhanced cross-functional collaboration and increased reliability of development project delivery to time, cost and quality standards were achieved. Lean processes, combining legacy company strengths with industry best practice were introduced. Position profiles were also introduced which balance recruitment imperatives with provision of exciting and challenging roles.