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In 1992, shortly after taking over as Managing Director of Life Sciences, Richard Atkinson approached Mitchell Phoenix and asked us to help him change the culture in the organization. Atkinson’s aim was to modernize and streamline the manufacturing processes within the business in order to improve levels of competitiveness and profitability. A crucial part of this initiative would be to change the existing work habits and practices in the company – to create a culture which would support the proposed changes in manufacturing processes. |
One of the major changes Life Sciences underwent was the introduction of cellular manufacturing, which calls for largely autonomous groups of people to solve problems and take responsibility for quality and delivery of products. Historically, the senior management team had not been given the authority to make decisions. They had learned that whenever they wanted to do anything new they had to check with their boss. |
Mitchell Phoenix designed and delivered a series of management development programs, at every level of the business, designed to create a learning culture. As a result, management became confident in delegating authority further down the chain, skilled in measuring the performance of staff against clear objectives, and resolute in the continual search for improvements. |