In late 2011 an additional organizational transformation within our Novartis division was announced more or less surprisingly. I had the lead with implementing consequential changes of structures, processes, services and deliveries. During day-to-day operation, I reshaped information research & analysis processes and moved corresponding tasks and assigned FTEs to the Novartis Hyderabad (India) subsidiary. In addition, I coordinated and supervised vendors and external contributors.
Despite limited resources as well as the short-term nature of the requested changes, I reached a successful and save handover as well as the continuity of our regulatory deliveries ensuring services without interruptions or complaints.
| CLIENT: Novartis Knowledge Management (as a Novartis employee) | PROJECT TIME FRAME: October 2011 – May 2012 |
