1. Situation

A biotechnology company needed to redefine its corporate organization after an acquisition. A planned management succession within the following twelve months added a second design constraint. The client wanted a structure that could capture the benefits of the acquisition while clarifying accountabilities across the holding company, business fields and future management team.

2. Approach

We translated the company’s strategic requirements into explicit organization-design criteria. A review of the existing structure and a management survey then provided an organizational health check across the dimensions most relevant to the future model.

Several structural scenarios were developed for the holding level and subsidiary business units. The alternatives were assessed for their ability to create synergies across business fields, clarify management responsibility and support the integration of the acquired company.

The work also addressed succession and governance. We clarified the future involvement of shareholders in strategic development and corporate management, including potential advisory-board roles. The selected model was converted into a set of organization improvements and a twelve-month implementation plan.

3. Result

The client adopted a target structure for headquarters and the individual business fields, supported by a sequenced transition plan. The new model clarified management accountabilities and provided a basis for integrating the acquired company. The client subsequently reported stronger collaboration across business fields, more streamlined decisions and improved operational efficiency.