The Bloodwork 

It’s not often that corporate change management is a life-or-death situation. However, when you’re one of the largest manufacturers of plasma-derived and human protein products in the world, there's a lot on the line. 

This client develops and produces therapies based on human proteins derived from plasma and human cell lines, for patients around the globe. But with so much information from disparate departments, it was drowning in a sea of unreliable data. It was difficult to rank and manage supply, much less make high-stakes decisions about collection, production, and quality. 

A Data Clot 

The vision was to continue improving patients’ quality of life through the power of plasma. But the current environment wasn't ready to support that ambition. 

No Shared Strategy. The client's data strategy wasn’t formalized, which meant teams weren't working from the same information. Ownership and accountability varied, and data quality depended on the source. This was the main reason why it was so painful connecting data decisions to work the client needed to accomplish.  

Unclear Ownership. Roles and responsibilities for data management were unclear or incomplete. Without consistent accountability, important questions about stewardship and decision-making were harder to resolve.  

Gaps in the System. The organization needed stronger governance, documentation, and controls to reduce operational and compliance risk.

A Case for Change. Leaders needed a practical case for change — one that could secure funding, build support across the business, and turn data management into an actionable organizational priority. 

None of this would be possible without an infusion of change management first: a data strategy that would help teams understand why the changes mattered, and how they could take part in making them happen. Just like its patients, the client needed a lifeline, and a partner that could bring these challenges into focus.