Through acquisitions and significant organic growth, Teva Pharmaceutical had become the world’s largest generics manufacturer. However, Teva had also become a portfolio of diverse, fragmented and decentralised local organisations with a low level of shared best practices and low transparency. To stay ahead of competition, Teva had to sustain growth, but first, they had to ensure alignment and focus on the right priorities in the entire organisation.

Together with Valcon, Teva implemented a programme to drive organisational behaviour and performance to realise Teva’s long-term goals and thereby ensure local alignment to corporate strategy. Through physical visual management boards, increased transparency allowed leadership teams to easily identify performance issues and base decisions on facts.

Additionally, cross-functional collaboration was increased by highlighting handover points between teams and departments. Through the initiatives, a continuous improvement mindset was anchored, and systemic issues were eliminated.