Living the future: a strengths-based example of restructure and culture at Boehringer Ingelheim

Abstract

Purpose

The purpose of this article is to set out the ways in which pharmaceutical company Boehringer Ingelheim embedded a strengths-based approach to the assessment and development of field-based staff during a period of structural and culture change. It provides an overview of how strengths-based methodologies were implemented and embedded through this period. It offers a case study example of how Capp partnered with Boehringer Ingelheim to deliver and cascade its assessment and development solutions. It also provides early evaluation data.

Design/methodology/approach

Boehringer Ingelheim introduced strengths through recruitment and development. It built on Capp's strengths methodology and Realise2 tool and model. To aid implementation, cross functional teams were also set up to cascade knowledge and skills across the organizational system.

Findings

The initial findings from this program include quantitative and qualitative data from candidates and assessors demonstrating their positive perception of the assessment and development process.

Practical implications

This article provides case study material, client learning and tips for how other organizations could introduce strengths-based solutions into similar culture change, team and personal development projects.

Originality/value

Boehringer Ingelheim is one of the first UK based organizations explicitly to take a strengths-based approach to aid culture change.

Citation

Garcea, N., Harrison, R. and Linley, A. (2014), "Living the future: a strengths-based example of restructure and culture at Boehringer Ingelheim", Strategic HR Review, Vol. 13 No. 3, pp. 111-117. https://doi.org/10.1108/SHR-02-2014-0010