This large pharmaceutical company has an extremely large global footprint. A high percentage of the scientists working for the company were Indian and Chinese. The project managers responsible for implementing the research findings, however, were mostly Western.
The project teams worked with multiple offices across many geographies and time zones, and they were consistently frustrated by what they described as inefficiencies, interpersonal misunderstandings, and delays in getting new medications to market.
After a group of senior leaders from this pharmaceutical company attended an executive session on Cultural Intelligence (CQ), they decided to incorporate CQ more fully into the company. They asked the CQ Center to help them pilot the implementation of CQ with the project management team from this research group.
