Tasked with identifying how an organisation of 700 employees in a global pharmaceutical organisation could become more effective, our colleague, Dr. Julia von Onciul, swiftly earned the trust of the leadership team and helped them take a radical approach. The challenge It quickly became apparent to Julia that the departments had developed in silos as part of what can be called ‘natural’ departmental growth, i.e. technical specialists, growing into the roles of managers and then the business leadership, whilst managing their own areas from a specialist, rather inward oriented perspective. As a result the senior leadership team was firefighting; managing their individual departments through day to day challenges. "Leadership" meetings were high-jacked by the need to manage issues that were making the interfaces of departments ineffective. The leadership team was simply not making time to work at a strategic level. What was missing Julia quickly realised what was missing . The first was an overall strategy for the whole organisation and vision setting for its future growth. The second was a leadership structure committed to that vision and supportive of talent movement and development in pursuit of it. Holistic interventions Julia helped the leadership team obtain a more strategic remit and become more effective at managing outside stakeholders. In addition, a new managing team was hand selected - and allowed to mature into their roles before going live. Having split the role of the leadership team in two, both teams were provided with support around communication, team effectiveness and running highly productive meetings. Individuals were coached both for their own development and around their role in the team. These (and other) structural changes were fundamental to allowing talent to grow and in ensuring alignment with new business objectives. Bottom line result As a result of these new leadership structures and the team effectiveness work enabling people to collaborate across the silos more effectively, synergies were created that led to significant savings in procurement costs. The organisation began to pull together towards a common strategy. Julia was given the feedback that as a result of the consultancy and support she had provided several processes had become much more efficient, and the internal and external profiles of the organisation had markedly improved. So much so that this approach and new leadership structure was transferred as best practice to the US leadership team. A comprehensive talent strategy, organisation development, strategic leadership coaching, and a team development approach came together in an holistic intervention that moved the whole organisation forward significantly.