About the Client

Sciformix Corporation is a world leading Scientific Process Outsourcing (SPO) organization, providing scientific knowledge-based services to biopharmaceutical, generic pharmaceutical, consumer product, medical device, contract research and healthcare companies – in the areas of Safety and Risk Management, Clinical Research and Post-Approval Support Services and Regulatory Affairs.

Covance acquired Sciformix in 2018 to further enhance its post-marketing capabilities and continue to grow its leadership position in drug development solutions. Covance has been expanding its offerings in the latephase/post-marketing space and seeking a greater global footprint. Over the last decade, Sciformix has proved to be best in class in both.

Challenges Faced

Covance acquisition of Sciformix was a great opportunities for people working at sciformix but at same time brought lot of uncertainty in the mind of people for the stability of their roles and responsibilities.

The problems an organization faces due to merger and acquisition can be relatively minor, involving structural and cultural adjustments that don’t feel seismic. But sometimes, the results are devastating. Sciformix wanted its leaders to be proactive to handle the change and deal with uncertainties with the mind of their respective team members.

Communication challenges came out as one of the top factors that might caused company synergies to fail. Communicating with employees, empowering them and creating a culture for them to thrive are all fundamental parts to integration. When mergers and acquisitions occur, employees and management are generally left in the dark. Fear and lack of answers deter top management from providing the information that employees need to redirect their actions in the merged company. Rumors fill mystery and vacuums, and employees are left asking questions like: “Why is the organisation merging?”; “How will the merger affect my work?”; and “What support will I receive during the merging process?” This lack of communication creates distrust and uncertainty in the workplace, leading to lower employee engagement levels. Communicating is a skill that should come naturally, however it can be the hardest skill to learn. When managing any key project, such as mergers and acquisitions, it’s important to keep the employees from both parties informed at all times. Being aware of the questions, concerns and fears that employees might have, and, proactively communicating answers, will build transparency and trust, and lead to a successful merger.

With this though L&D team at Sciformix approached their learning and development partner Challenging Horizons to design and deliver a work shop to address above challenge for their leadership team.

Client’s Objective

In our discussion with the client we shed light on Questions to be answered and solved during the workshop

  • Why do some high achievers and high performers fail when they work in teams?
  • Why do people who have skill and experience in management, fail to inspire others to achieve their potential?
  • Why do cultures create silo mentalities that reduce Teamwork and communication?
  • Why do some people work below their potential without realizing it?
  • Why do some leadership decisions affect a sustainably and engaged organizational Cultures… or not?
  • Why uncertainty and change can be applied to motivating innovation and uniting departments?
  • Why adapting to change is directly relevant to team cooperation?
  • Why the of performance measurement is being underused as a unification tool and how gamification psychology can increase Cross departmental cooperation?
  • Why are some people impatient?
  • How can a larger circle of tolerance can be created in a short time for change, process, and time to achievement?
  • How can the time spent in training, yield “sustainable” results long after the training?

Our Solution

Senior managers and High performers acquire the ability and understanding of DC Psychology to lead and inspire individuals to positively deal with change and affect teamwork and proactive innovation those around them.

As leaders they will develop the skill to win the full commitment of the people they lead. They will learn to apply the Psychology of Team Motivation Clusters to “Predict” Team Performance in this fun Team Leadership and Culture Change session.

Objectives covered during the workshop

  • Increase the readiness and ability of leaders and employees to change.
  • Transition from manager to leader
  • Be inspired and take leadership initiative to make a difference.
  • Overcome personal and organizational culture barriers to teamwork
  • Create positive change in the environment by making small changes in the behaviours.
  • Assess personal attitude and how it can be transformed for successful change.
  • Improve cross departmental cooperation.

We have created two sets of assessments for the participants before the workshop .
This Organizational Culture assessment identifies the specific “Culture Evolution Levels” your organization is at and helps you navigate your culture’s evolution.
Bench-marking Organizational Culture is required to Evolve the current company culture to higher levels of efficiency, engagement and proactive action towards organizational objectives. Get insights to areas that you are more evolved in and define organizational culture directions by measuring what’s working and what is not.

Second, they vent through EDMA – Emotional Drivers (Foundation of the EDMA Psychometric Test for Management) There are eight fundamental Emotional drivers and motivators. Each of these is based on a human psycho-emotional need developed through environmental factors such as family, culture and stage in life. While each of these drivers is present in each individual, they do not have equal importance. They are also achieved in different ways by different individuals in different environments. Every individual has a different order of importance for these eight drivers. We are constantly filling these as emotional gratifications; sometimes in positive ways, sometimes in neutral ways, and sometimes in negative ways. But we are constantly filling them.

The ranking of these drivers can change with time, based on our environment, our experiences, and especially our traumas or strong relationships. They are also affected by loss. These drivers can also be cultivated either positively or negatively by our environment, our culture, our parents, our teachers, and our peers.

Post this participant vent though intense two days of workshop covering below points.

Session one
(required foundation) The psychology of environment – how and why are you affecting people around you and how to take control

Session two
(required foundation) Increasing the circle of Tolerance – this is not theory, this is an actual result in increasing a person’s patience and ability to deal with Other People, Change, and uncertainty in an intelligent way. The benefits include improved better team work, better communication, more trust, more synergy in working together, more proactive innovation, improved attitudes towards the big picture, setting people up for success, leadership applications… This includes applications of Colored Brain (the brain’s genetic Ambiguity Relief Process) and Emotional Drive (foundational motivators). Includes the CBCI assessment (www.coloredbrain.com)

Session three. Transitioning from Management to Leadership

Session four No Blame Zone – implementation of a strategy to stop the #1 reason people become less engaged, lose trust in management and become less proactive.

Session five Leading a high performing culture in uncertainty – this deals with multiple strategies, to harness the uncertainty and change as a means of uniting everyone to be more motivated about creating an “Ideal Working Environment” with more Team work, more cross departmental cooperation and more excitement to conquer anything that gets in the way.

End Session Creating your Personalized Ideal Leadership Identity and action plan


Participants at the workshop were able to get immediate results from Arthur’s insights to their specic people/organizational culture related problems by understanding the psychological root causes of organizational issues and the ability to uncover and predict sustainable solutions to enhance organizational culture engagement and effectiveness. With his unique insights he prescribes leaders simple actions to quickly achieve visible results by making small modications that create chain reaction change. Many of these results become visible in just a few days.
Each team also prepare their own action points which were captured in below video for reference.