Roche Canada

Note: This information was produced using AI analysis of the video presentation transcript and has not yet been reviewed and approved by the client or the consultant.

F. Hoffmann-La Roche, Ltd, one of the leading global, research-oriented health care companies, realized that this rapidly accelerating complexity meant "business as usual was no longer an option"...

The Issue:

 The managers at Roche Canada began this project due to the increasing complexity of the pharmaceutical industry in the early 1990s. They realized that "business as usual was no longer an option" because of issues such as patent expirations, price pressures, drug development challenges, and regulatory and political pressures. The managers saw the need to adapt and find new approaches to address these challenges, including the need for a stronger goal and process orientation, elimination of organization silos, and managers acting as coaches and mentors rather than commanders and controllers. Therefore, they decided to bring in Elliott Jaques, a consultant who specialized in the Requisite Organization Principles, to help them build an organization that could meet these demands and ensure success in the changing industry.

The Intervention:

Establishing an optimal organization structure based on Elliott Jaques' Time Span concept and levels of complexity of work.
- Clarifying accountabilities and authorities and cross-functional working relationships to eliminate organization silos and improve individual and organizational performance.
- Developing the talent and capability of employees through talent pool assessments and implementing training and development programs for managerial leadership.
- Establishing high-performance project teams and defining their accountabilities, authorities, and role relationships.
- Implementing a new approach to rewards and recognition that aligned with the complexity of work and focused on individual and team contributions.


The project efforts resulted in several improvements for Roche Canada. These included:
- A clearer and more effective organization structure that aligned with the complexity of work and improved overall performance.
- Improved cross-functional working relationships, reduced organization silos, and increased collaboration between functions leading to better outcomes and increased efficiency.
- Enhanced talent management and development through talent pool assessments and training and development programs, ensuring the organization had the right people with the right capabilities.
- High-performance project teams that were more efficient, effective, and able to meet project objectives and launch products successfully.
- A new approach to rewards and recognition that was fairer, more aligned with individual and team contributions, and improved employee morale and motivation.

Project Information:

Industrial sector Types of organization Governance RO Stratum of the organization Number of Employees Labour relations Region Country
Chemicals including pharmaceutical
Marketing and distributing pharmaceuticals in Canada
North America
Types of interventions Specific functions targeted if any Strata in which RO interventions were used Approximate Years of project interventions
Levels of work complexity, Training in effective managerial leadership practices, Cross functional accountabilities and authorities, Compensation
CEO & general management, Distribution and warehousing, Marketing, sales & customer service
5, 4, 3, 2, 1

Link to other project-related information on the site:

Project principals

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Charlotte Bygrave (Deceased)
Bygrave & Associates (Formerly VP HR at Roche Canada)
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Nancy R. Lee
Requisite Organization Associates, Inc. Lee Cornell Associates
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Elliott Jaques
Clinician in organization design
Requisite Organization International Institute

Major organizations and consulting firms that provide Requisite Organization-based services

A global association of academics, managers, and consultants that focuses on spreading RO implementation practices and encouraging their use
Dr. Gerry Kraines, the firms principal, combines Harry Levinson's leadership frameworks with Elliott Jaques's Requisite Organization. He worked closely with Jaques over many years, has trained more managers in these methods than anyone else in the field, and has developed a comprehensive RO-based software for client firms.
Founded as an assessment consultancy using Jaques's CIP methods, the US-based firm expanded to talent pool design and management, and managerial leadership practice-based work processes
Former RO-experienced CEO, Ron Harding, provides coaching to CEOs of start-ups and small and medium-size companies that are exploring their own use of RO concepts.  His role is limited, temporary and coordinated with the RO-based consultant working with the organization
Ron Capelle is unique in his multiple professional certifications, his implementation of RO concepts through well designed organization development methods, and his research documenting the effectiveness of his firm's interventions
A Toronto requisite organization-based consultancy with a wide range of executive coaching, training, organization design and development services.
A Sweden-based consultancy, Enhancer practices time-span based analysis, executive assessment, and provides due diligence diagnosis to investors on acquisitions.
Founded by Gillian Stamp, one of Jaques's colleagues at Brunel, the firm modified Jaques;s work-levels, developed the Career Path Appreciation method, and has grown to several hundred certified assessors in aligned consulting firms world-wide recently expanding to include organization design
Requisite Organization International Institute distributes Elliott Jaques's books, papers, and videos and provides RO-based training to client organizations