Context

A global pharmaceutical company initiated the implementation of a new Performance Management System. The programme spanned 78 countries and impacted more than 30,000 employees, representing a fundamental change in how performance, development and dialogue were managed across the organisation.

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Challenge

The scale and duration of the programme introduced significant complexity. Local maturity, cultural context and readiness for change varied widely across countries and success depended on enabling local roll-out partners to lead adoption effectively — while maintaining a coherent global approach, realistic effort estimates and sustained momentum over multiple years.

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My Role

I worked as Change Manager on the project for more than two years, with end-to-end responsibility for the global change management effort. My role covered strategic planning, governance and execution — from estimating change management effort and costs to supporting local roll-outs and measuring end-user outcomes.

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Approach

The Change Management Team designed and executed a global change management strategy with a central focus on building local capability. We facilitated global networks of 48 local roll-out partners and more than 200 trainers, equipping them to lead communication, training and adoption in their respective countries.

To support consistent execution, we developed a digital toolkit for local use, ensuring access to ready-to-use communication and training materials. Content was adapted and translated into eight languages..

We delivered train-the-trainer sessions covering both system functionality and process changes — conducted online and on-site across multiple locations.
Milestone planning and progress tracking ensured transparency and alignment across all roll-outs.

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Outcomes

The programme enabled a coordinated global rollout of the performance management system, supported by a strong local delivery network and consistent change practices.

Local teams were well-equipped to lead adoption, and continuous measurement of end-user satisfaction provided leadership with insight into how the change was experienced across regions.

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Insight

Global transformations succeed when local leaders are enabled to lead change — not just to execute tasks.