By Carol Patton
This article originally appeared on Human Resource Executive Online on November 10, 2016.
Back in July 2015, healthcare giant Baxter International spun off its biopharmaceutical division into a new company called Baxalta, which was based in Bannockburn, Ill. Roughly one year later, Shire, a global biotechnology company headquartered in Dublin, Ireland, purchased Baxalta.
The combined company makes products for people with rare diseases and conditions. But with approximately 22,000 employees in more than 100 countries, not all senior staff members were accustomed to leading in a more global, complex environment. To make matters worse, Baxalta and Shire supported very different cultures, purposes and organizational dynamics, says Anne-Marie Law, chief human resource officer for Chicago-based Hyatt Hotels Corp., who served as Baxalta’s CHRO for about 18 months until the $32-billion merger was completed.
In spinning out from a medical-device company and going to a biotech company, says Law, “we needed people who could be re-engineered to be the kind of leaders needed in biotech — much more entrepreneurial and innovative.”