Impact Study - Product Delays

Pharmaceutical Company Reduces Product delays by 25%

Solutions

After a group of senior leaders from the company experienced an executive session on cultural intelligence, they decided cultural intelligence needed to be brought more fully into the company. They asked the Cultural Intelligence Center to help them pilot the implementation of CQ with the project management team from this research group.

We worked with leadership to design a three-month program for 120 project managers who are spread across three offices.

  • Month 1
  • Month 2
  • Month 3
  • Project Managers took the CQ Assessment
  • Each participant went through a 1-day Developing Cultural Intelligence workshop
  • Each individual created a personal CQ Development Plan
  • Project managers met in groups of three with coaches who reviewed their CQ Development Plans with them
  • After the coaching session, each participant updated their 1 month and 6 month goals
  • Expat meets with the coach to discuss specific challenges and insights based on the first 6 weeks in-country
  • Expat identifies three goals for the next 4-6 weeks to further improve and apply CQ to the assignment
Month 1
  • Project Managers took the CQ Assessment
  • Each participant went through a 1-day Developing Cultural Intelligence workshop
  • Each individual created a personal CQ Development Plan
Month 2
  • Project managers met in groups of three with coaches who reviewed their CQ Development Plans with them
  • After the coaching session, each participant updated their 1 month and 6 month goals
Month 3
  • Expat meets with the coach to discuss specific challenges and insights based on the first 6 weeks in-country
  • Expat identifies three goals for the next 4-6 weeks to further improve and apply CQ to the assignment

Results

The 3-month program improved the efficiencies of the team and became a required training for any new project manager joining them.

More specifically:

  • Supervisors reported having fewer instances of team conflicts that were escalated to them to address
  • A year later, the team reported 25% fewer delays in meeting deadlines than what had occurred previously.
  • The group implemented a “pre-mortem” review process where instead of assessing a failed product after it launches, they imagined that any new product failed beforehand and drew on their diversity to forecast what might cause it to fail.
  • As a follow-up to this program, the group did a combined session on cultural values with the Asian scientists and the Western project managers, which resulted in improved understanding and collaboration.

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