Developing biopharma leadership to fuel innovation

Client need 

An American biopharmaceutical company set ambitious strategic goals for 2030, including advancing innovative solutions that could transform healthcare access for patients worldwide. Historically, the company operated within a hierarchical, command-and-control culture, where perfectionism fueled high expectations but often led to volatility and siloed operations.

Over time, these dynamics eroded trust, psychological safety, and empowerment, stifling creativity and exploration. The organization struggled with indirect communication, limited constructive feedback, and avoided difficult conversations—factors that not only hampered employee agility and growth but also stifled effective leadership. Recognizing the need for a comprehensive cultural transformation to achieve its strategic goals, the company partnered with BTS to reshape its leadership approach, creating a more dynamic, inclusive, and collaborative workplace.

Solution 

Together, BTS and the company co-designed a five-month immersive leadership program aimed at reaching 5,000 employees across all levels during a multi-year rollout—from senior to frontline leaders.

The program’s primary focus areas included:

• Strengthening relationships and teamwork to build a more cohesive, collaborative culture
• Fostering psychological safety to create an environment where leaders feel empowered to take risks and share ideas
• Aligning leadership behaviors with the company’s strategic vision and Leadership Accountabilities.

The collaboration began with a two and a half month development phase and a 18-month rollout phase, including a six-week pilot with four initial cohorts. This pilot phase enabled the team to refine the program based on direct participant and stakeholder feedback, ensuring maximum relevance and impact before the full-scale launch. The program was rooted in vertical development models, designed to shift participants’ mindsets by introducing new perspectives and equipping them with essential skills. The primary goal was to help participants understand the critical role of stronger people leadership in the company’s future success and how to bring that to life. These objectives were achieved by focusing on building not only skills (Capability) but also self awareness, broader perspectives, different mindsets (Capacity) and Community.

The program was delivered globally, with cohorts of 30 participants each, creating an intimate, diverse learning environment. Each cohort engaged in a multi-faceted journey that included:

• Virtual kickoff: A 60-minute session where facilitators introduced program objectives and outlined expectations. Participants were given access to a multi-modal digital platform housing a comprehensive collection of resources, from reading materials to assignments and were encouraged to consider why the program was important.
• Pre-work.
• Three-day in-person immersive learning: Through activities, leaders practiced critical skills such as building self-awareness, developing trust, and improving relationships and communication. The program emphasized real human connection from the very beginning, starting with introductory exercises designed to foster meaningful relationships. Participants actively worked to strengthen these connections, enhancing collaboration and community. Content was organized into deepening self-awareness – managing my state and understanding my immunity to change (Day One – ME), relational skills eg. deep listening and intimate connection; coaching and employing various communication styles (Day Two – US) and using these tools to get the work done through effective empowerment, delegation, and feedback (Day Three – IT). This structure supported a progressive deep dive into personal and professional development.. The immersive experience included journaling, small and large group activities, and peer coaching, offering a balance of external collaboration and personal reflection.
• Go-Dos: After the immersion, participants were encouraged to reflect on their experiences and practice new behaviors in their daily work.
• Pods: Following each Go-Do, leaders participated in four small group coaching sessions, known as pods, formed from their immersion table groups. These formal pods were led by an immersion facilitator or an experienced coach trained in the program’s content. The pods provided a space for participants to share successes and challenges while exploring the on-the-job application of tools and concepts. They also became a safe, supportive environment for team building and relationship development.
• Ongoing support: The program included resources for continued learning and reinforcement, such as conversation guides, refresher content, online discussion forums, and networking opportunities.

Results 

By April 2024, the program had reached 2,400 leaders through 94 cohorts launched globally. The program’s success is reflected in several key metrics:

• Net promoter score: 96%
• Go-Do completion rate: 98%
• Pod-coaching attendance: 90%

The program also included comprehensive pre- and post-program surveys to track leadership competency improvements. These surveys revealed a significant increase in confidence and performance across key areas, including:

• Mission and strategy alignment: +86%
• Collaboration: +77%
• Inclusion: +76%
• Engagement: +78%
• Well-being: +70%
• Overall efficiency: +57%

The success of this initiative means that the company will continue to offer the program to new and promoted people leaders. This strategic investment is helping to solidify a foundation of transformative leadership that drives the company’s goals and strengthens its competitive position.

Testimonials 

“I’m really stunned at how empowered I feel to expand my leadership skills. I was truly skeptical before this.”

“This is the most impactful leadership development experience I’ve had in 15 years.”

“I was initially skeptical, having been on many training courses that achieved very little. I was pleasantly surprised at how insightful, challenging, and ultimately rewarding the sessions were.”

“This is such a shift in how we train people leaders and it’s about time we learn into this model. We are truly changing the mind to think bigger future for all.