The world’s largest pharmaceutical company decides to acquire its marketing partner, another successful pharmaceutical firm. The company being acquired has increased and new communications challenges.
A privately held global specialty chemicals company acquires a competitor in ten weeks – from announcement to close of the deal. The small Communications team must quickly expand to develop and roll out communications to various stakeholders.
A major pharmaceutical firm in turnaround mode finds space for its growing staff by renovating a previously unused campus. The Global Communications team needs a dedicated resource to plan, manage and implement communication during large-scale moves over a two-year period.
A leading medical devices firm had an open position for Director of Global Communications, but it could not be filled immediately. Still, there was much work to accomplish.
A global pharmaceutical company had sponsored an employee walkathon to benefit orphans of AIDS in Africa and in other parts of the world. Initially, the event was well received by employees, but in the last year, participation had slumped at the largest U.S. affiliate. The CEO challenged the affiliate to increase participation by 25 percent.
A giant financial services company aimed to lead the industry in information technology and was the first to introduce a completely mobile workforce through the nationwide rollout of laptop computers. The company needed to communicate the importance of the change to the sales force and help them understand and use the new technology. The company also wanted to gain external recognition of its IT leadership.
An international diversified technology and manufacturing leader aimed to improve quality and safety in its U.S. manufacturing sites. The company built an outstanding quality program, but needed help driving employee understanding and engagement through a robust communication program.