Pfizer Organizational Change Management Strategy

Outsourcing is a method used by many corporations in which their products are manufactured in foreign countries often for cheaper labor.This method method of productions has it’s pros and cons.

Using strategic outsourcing, the Campbell Soup got significant costs saving on IT development and made its information system up to date.Outsourcing has a lot of benefits for business organizations, however, Campbell soup saw more than costs saving but long-term strategic benefits.Campbell soup successfully managed its outsourcing project by better control of critical aspects of the organization and mitigating the almost risks.Moreover, the typical relationship of “win-win” is worth learn for all enterprises want total

A reliable change management plan is often required to overcome workplace resistance when employees are presented with a new way of doing things. Change management is a strategy designed to transition from the status quo to some new ideal way of doing business. CrysTel, a growing telecommunications company, finds itself in a very dynamic industry that along with frequent advances in technology will dictate that it adapt to rapid and persistent changes. Developing a successful change management plan for CrysTel will have three distinct goals: optimize flexibility, promote innovation, and sustain

To offset the changing trends of fierce competition, flattened sales, and decreased profits the following analysis will provide the Corporate Cost Reduction Team members with the needed resources and recommendations to make an informed decision in the corporate overhead reduction program. Outsourcing is a hot topic in corporate America. Companies have begun to look at outsourcing of non-core materials and services to achieve substantial cost reductions

This issue facing my organization is outsourcing. Outsourcing, the corporate buzzword of the nineteen-nineties through today, is a popular business approach utilized by companies focused on lowering their cost structure, gain entrance to new markets, and expand and build capabilities. Defined as, the strategic use of outside resources to perform activities traditionally handled by internal staff and resources [Handfleld, R, 2006]. Initially, outsourcing targeted non-critical and non-core activities such as facility maintenance and cleaning and security. Later the industry focus began to include the core processes of manufacturing, logistics, and back office support functions. In my experience, the term outsourcing strikes fear into the minds of employees and managers and represents dollar signs to executives and investors. Open communication during change is critical and to eliminate disconnects and misunderstandings. The objective of this paper is to describe both sides, delve into the communication middle ground, and expose the avoidable hidden costs that exist and provide possible solutions to reduce or avoid these hidden costs in value, human capital, and knowledge.

CHANGE is unavoidable in order to remain competitive in today’s fast-paced market environment. Management guru, Tom Peters puts it that ‘change or die’ has been the bottom line for countless firms (Jick & Peiperl, 2011). Change can be large or small, evolutionary or revolutionary, sought after or resisted (Hayes, 2010) and is a general feature of organisational life, both at an operational and strategic level (Todnem, 2005). Burnes (1992) expressed that ‘change management is not a distinct discipline but rather, the theory and practice of change management draws on a number of social science disciplines and traditions’ (Kitchen & Daly, 2002). It is also defined as ‘the process of continually renewing an organization’s

Change management is guiding teams, individuals or an organization through a series of changes to move from the current state to the desired state. During this transition, the goal is to empower the people involved to embrace the changes and the process (Bassey, Solomon, and Omono, 2014). Management of change significantly contributes to its success. Change can be influenced by both internal and external elements. It can appear in different ways including a change of management, policies, organizational structure, objectives, business climate, employees and operational location. Whatever the reason behind the change, the aim of change management is to ensure it does not have an adverse impact on the organization or its

Outsourcing is the contracting out of an internal business process to a third party organization. The term "outsourcing" became popular in the United States near the turn of the 21st century.(6) Outsourcing is big business today even for small businesses. Like every business decision we are faced with the advantages as well as the disadvantages of relocating part or all of a business. Outsourcing is one of the fastest growing trends in business as large-scale organizations have latched onto outsourcing due to the almost immediate savings and quality improvement. (1)

One of the most important forces of outsourcing is that organizations do not have gain the needed and required sources internally. And they have a difficulty in integrating and attracting expertise, where outsources own capabilities on a global level, modern technologies and other required resources. Also, by outsourcing the cost of keeping employees and consultants for short term is reduced. Furthermore, outsourcers are able to offer better career opportunities for business IT staff if they decide to transit to the outsourcer. As the manager of BP Company viewed the main reason of BP Company outsourcing is that "it has become increasingly apparent that service companies provide us with technical skills and ideas that we could no longer develop inside our own company" (Kremis, 2006).

Outsourcing can provide businesses with flexible, low cost solutions to staffing problems. However, it can also present challenges and complexities, which is why our expert practitioners advise clients seeking to pursue outsourcing arrangements. We have advised a number of companies on the outsourcing of key parts of their businesses, including the outsourcing of IT and other business functions.

During the 1980s and 90s, outsourcing organizational activities became the standard for many organizations (Kahai et al., 2011). Outsourcing, as a part of an organization’s overall strategic plan, has been effective in helping achieve organizational goals and objectives (Kahai et al., 2011). Currently, many organizations incorporate outsourcing into the strategic plan, and this trend will probably increase in the future (Heikkila & Heikkila, 2010). Although outsourcing will not solve all of the problems inherent in attempting to achieve competitive advantages and organizational cost-reductions in an organization, the practice is increasingly part of an organization’s overall comprehensive strategy in the business world (Andreff, 2009). While

Outsourcing is a technique for companies to reassign specific responsibilities to external entities. There are several motivations for outsourcing including organizational, improvement, cost, and revenue advantages (Ghodeswar & Vaidyanathan, 2008).

For many organizations, change is necessary in order to grow and succeed. Change forces the organization to review strengths and weaknesses that may have an impact on the organization during the changes that may occur. For this reason, having a change model and an effective leader are crucial to having a smooth transition when making changes. CrysTel, a telecommunications company with high employee strength, is planning to implement a range of emerging telecommunications technologies in a bid to increase the product offerings in the market. At CrysTel, change is likely to occur and the company has to make sure that the right steps are

Pfizer has been trying to outsource its support functions to an outsourcing team in India. This means support tasks can be shifted from a high cost of operations destinations to a low cost of operations destination. Many multinational companies have thus begun to outsource many of their basic and standardised support functions to outsourcing companies in the Asian and other emerging markets of the world. This can be done by outsourcing the work to an independent outsourcing company which will bill the multinational for the work done or by buying a stake in an outsourcing company, like a captive outsourcing destination, which would undertake all the support related activities for the parent multinational. The presence of several outsourcing companies in the last two decades in India and other Asian countries like Philippines or Thailand has increased phenomenally (Tysiac 2013). These countries have a big pool of talented and skilled support and knowledge workers. Besides the low wages paid to the employees in these countries, makes the cost of operations come down. This activity was a part of the company’s cost cutting initiatives, where a reduction

Offshoring is the practice of relocating business processes to lower cost locations outside the country of origin. This is not a new practice for companies in the United States. Moving business processes to another country to take advantages of lower operating costs and cheap labor seems like a great idea. However, the dilemma for a company is whether the benefits of offshoring outweigh the risks. This dissertation will begin by briefly reviewing the history of offshoring. Next, it will examine the various advantages and disadvantages associated with offshoring. Thirdly, it will explore the growing trends of backshoring and nearshoring in situations where