Challenge
The Regulatory Development function faced inconsistent leadership practices, limited alignment, and difficulty translating strategy into action. With over 700 employees, leaders needed a structured, repeatable way to plan, prioritize, and drive execution against capability and performance goals.
Approach
Two business managers led the implementation of a new leadership operating model that established clear rhythms for planning, decision-making, and accountability. Leadership teams were trained and coached to connect goals with capability development, use data for progress tracking, and strengthen collaboration across teams.
Impact
The new leadership system improved goal delivery, operational efficiency, and alignment across the function. Leaders demonstrated stronger ownership and execution discipline, while the organization saw measurable gains in clarity, collaboration, and cultural engagement.
