A Belgian midsize project management company in the life sciences sector had been growing exponentially since its foundation. Many operational activities continued to draw the attention of the founder while at the same time preventing him from focusing on critical actions essential for long-term growth.

The strategic objectives of the project were threefold: to build a team around a few key employees, to create a business platform that would support further growth, and to develop future leaders within the company that could work in collaboration with the founder and CEO. The CEO wanted this to be accomplished while continuing to deliver excellent short-term financial results.

1. A Quality-Delivery Team was built and led using the TRiBR approach. (intake discussions and mapping of individual business talent profiles, from which seven were drawn).

2. The initial focus was on building confidence to constructively challenge each other on the projected and expected business outcomes.

3. A team performance curve was simultaneously measured at 3 levels: Business content & KPI’s, problem-solving and decision-making capacity, individual growth and team performance.

1. After only six months, the established Quality-Delivery team was supporting the continued growth of a stand-alone organization: YOY Stable EBITDA.

2. After the acquisition of the company (6 months after the team had been established), the team became the cornerstone management team of a growth platform within the bigger corporate organization.

An international corporation wanted to consolidate two of its Belgian-based operating companies into one physical location. This would require the smallest of the two companies to move all of its activities and staff to the other sister company’s location.

Corporate Headquarters gave the companies six months to study potential synergies and to come up with a proposal on how to approach the expected consolidation. The physical relocation was projected to take one year to complete.

1. A Cross-Company Transformation Team was built and led using the TRiBR approach.

2. Additional acceleration was accomplished by integrating external experts into the internal team.

3. Permanent stakeholder interactions (and surveys) were used to ensure alignment between the majority opinion within the organization and the different building blocks of the transformation plan.

4. Following initial recommendations, a Functional Cross-Company Implementation team was built and led by the TRiBR approach to complete the first phase of the project.

1. The initial analysis was presented within four months of the project’s initiation (two months prior to the six-month deadline), resulting in a biphasic implementation plan.

2. Phase 1: Implementation of the desired outcome for one functional part (research) of the organization was completed on time and on budget, less than a year after initiation, without (major) disruption of regular operations.

3. Phase 2: Implementation of the desired outcome for other functions (development) were completed on time and on budget, less than 2 years after initiation, without impacting drug development timelines.

A leading Belgian research institute, with an international reputation, wanted to intensify its academic research on the diverse and ever-growing repository of biological samples. This would allow the institute to continue to play a leading role in the epidemiological understanding and prevention of outbreaks of life-threatening infectious diseases.

To extract more impactful scientific output from the institute’s clinical reference laboratories and to explore synergies between teams to facilitate the construction of a shared platform to help streamline and expedite future research projects.

1. A multidisciplinary Transition Team was built and led using the TRiBR approach.

2. Initial focus was on building confidence to constructively challenge each other on the projected and expected business outcomes.

3. A cross-organizational analysis led to a plan to merge similar activities and technology platforms.

4. A governance model was designed to focus on multidisciplinary collaboration and complementary talent profiles working together on joint projects.

1. A new organizational and governance model was implemented 9 months after the initial cross-laboratory assessment had been conducted. No turn-over of staff had occurred.

2. Four Expertise Clusters were created which served as the basis for the newly formed Clinical Reference Laboratory.

3. Infrastructure improvement and optimizations were projected to be completed 6 months after initiation of the original plans by the team.

4. Optimization of platforms and resources allowed the opening of an additional academic research line to broaden the scope and output of the department.