2. Our Story…
Established 238 years ago in Japan,
Takeda has been serving society with
innovative medicines and helping
patients reclaim valuable moments of
life from illness and become one of the
world’s leading companies. In January
2019, Takeda has completed its £46
billion-acquisition of Shire, a deal that
took just eight months to see through
from announcement to close.
The merge has created a global, value-
based, R&D-driven biopharmaceutical
leader headquartered in Japan, making
the 238-year-old drug company one of
the world’s ten biggest pharmaceutical
companies.
3. 3
The completion of the transaction
marked the beginning of a new
era for us. It was a great
opportunity of transformation for
our patients, for our organization
and for our people.
Many people think that a large
merger naturally leads to a
transformation, but it’s not true.
In an integration, there is a
disruptive period during which two
parties become one.
The two companies work to ensure
business continuity, capture value
from the merger, and manage the
risks of integration. Failure in any
one of these areas can lead to
deals that look good on paper but
fail to create value.
As Takeda ICMEA (India, CIS,
Middle East and Africa region), we
have faced with many challanges
since the beginning of this
acquisition and we believe that
the most powerful factor in a
successful integration is how well
you are prepared to effectively
manage the human side of
change...
4. Essentials of Cultural Transformation
Integrity Fairness Honesty Perseverance
We take action and make decisions by focusing on our values in this order:
02
Building trust
with society
01
Putting the patient
at the center
03
Reinforcing
our reputation
04
Developing
the business
Our long history since 1781 has shaped the values that are
fundamental to the success of Takeda in the long term
5. Cultural Transformation Strategy of Takeda ICMEA
FOCUS:
Successfully lead change initiatives and effectively manage the human side of
change to ensure transformation of organizational culture.
HOW:
Ensure transparent and effective communication and provide relevant,
practical and diverse tools, resources and opportunities for aiding change
leaders, people managers, and employees to effectively navigate change,
minimize ambiguity, and accelerate integration
Challenges
(Surviving during Change)
Desired Outcomes
(Thriving during Change)
▪ Retention of talent /employee burnout
▪ Need for clarity in roles and responsibilities
▪ Unclear operating guidelines/ decreased
productivity
▪ Dealing with ambiguity and distractions
▪ Difficulty navigating organization & making
decision
▪ Less confidence to innovate/take risk
▪ Reduced energy and enthusiasm
▪ Energized and engaged workforce
▪ Compelling strategy and clear focus
▪ Defined operating model/org structure
▪ Building Momentum & improved
productivity
▪ Clarity on organizational structure & roles
▪ Agile workforce and increased innovation
▪ Growth mindset and learning culture
6. ▪ Assign Integration
Leads and build an
Integration Office
▪ Identify and assess
key processes and
systems to ensure
business continuity
▪ Start Readiness Calls
with key people
during integration
▪ Build SWAT Team
(Change
Ambassadors) and
conduct trainings
▪ Identify key talents
and start retention
initiatives
▪ Prepare change
management
materials, toolkits
and digital channels
THE ART OF HOW
PRE-INTEGRATION DAY 1 DAY 90 DAY 180 +
▪ DAY 1 Video by CEO
and leaders
▪ DAY 1 celebrations in
each LOC with both
legacy employees
▪ Ensure all employees
have direct managers
▪ Launch Together
Takeda Microsite
▪ Transperancy in
communication,
recognize you don’t
know everything at
this stage
▪ Ensure quality of data
in both organizations
and conduct strong
analysis
▪ Start Hypercare Calls
▪ Leadership Roadshow
and Townhalls in key
LOCs
▪ Finalize Blueprint and
start key talent
selection decisions
▪ Publish Integration
Playbooks
▪ Initiate engagement
and retention toolkit
▪ Launch governance
model
▪ Start system
integration and
merge Workday
▪ Develop Lunch &
Learn Series
▪ Launch Integration
Survey
▪ Finalize all talent
selection decisions
▪ Conduct focus groups
to identify
development areas
based on integration
survey
▪ Launch Pulse
Integration Surveys
to measure
development
▪ Finalize Office
relocations and
merge offices
▪ Harmonize benefits
and working
conditions
8. Day One Celebrations
‘The 8th of January markd ‘Day One’ of an historic milestone, when Takeda and
Shire came together, in culture and business, as Takeda. For this special occasion
all employees across the region were invited to a joint celebration’
9. Together Takeda Integration Microsite
‘Now more than ever, our leaders and employees need support and inspiration. To that end,
we are committed to #TogetherTakeda by providing tools to foster learning and development
and that reinforce the positive connections of our teams across the enterprise.’
12. Integration Survey
ICMEA employees believe in Takeda’s
success with combined company, and
have a good understanding of
integration vision & goals. (87%)
Positive responses
on senior leaders
efforts to build
Takeda culture. (81%
from respective
questions)
Over 80% of
employees feel
high-level of
engagement with
their managers
“It’s easy to find
the right person
who can help
with procedural
changes.”
“Conditions at
Takeda make it
safe to challenge
the status quo.”
13. What to focus next?
Encourage speak-up culture
with no reprisal
➢ Online Ask Leader Sessions
➢ Walk the Talk Days @ Fields
Team building
One Takeda initiatives
@ Awareness Day events
Speed-up integration process,
more importantly update
integration status
➢ Functions to bridge between
Global and LOCs
➢ Process & policy
harmonization by cross-
functional collaboration
14. The Lessons Learned
▪ Start integration ‘Business as usual’ –
do NO harm
▪ Showcase the best from both companies
▪ Provide change management offerings,
tools and resources
▪ Leverage communication between
managers and employees - build
‘Quality Conversations’
▪ Encourage speak-up culture and solicit
the voice of the employees
▪ Leverage digital channels to onboard
new employees and leaders
▪ Be present on the field with employees,
keep continuous transparent
communication
▪ Conduct integration pulse surveys and
take robust actions on the feedback
