THE WORK AT A GLANCE
Building an Integrated People Experience Function for Enterprise Transformation
What We Did
Lotis Blue helped a global biopharmaceutical company align its People Experience (PX) strategy and design a future-state operating model. Through leadership alignment, capability definition, and detailed governance design, we clarified priorities, accountabilities, and decision rights across HR, PX, Data & Digital, Change, and IT to support more seamless, insight-led HR service delivery.
The Impact
The company gained a unified three-year PX strategy and an operating model to guide execution at scale. Clearer ownership, governance, and decision rights reduced organizational ambiguity, strengthened cross-functional alignment, and established a foundation for delivering more efficient, scalable, and human-centered employee experiences.
INDUSTRY
Pharmaceuticals
SERVICES
STRATEGY ALIGNMENT
ORGANIZATIONAL DESIGN
Global
Biopharma Company
$60B+
Revenue
57,000
Employees
70
Countries of Operation
01 – BUSINESS ISSUE
Turning a Unified People Experience Vision into Operational Reality
The company was integrating HR operations, service delivery, data and digital capabilities, and employee experience into a more cohesive People Experience function. While leaders shared an ambitious vision, the organization lacked the operating model, governance, and decision rights needed to coordinate work effectively and deliver consistent, insight-led experiences across its global workforce.
01
Overlapping responsibilities and unclear handoffs created friction, duplication, and rework across teams.
02
Technology-led decisions were not consistently connected to employee experience and business priorities.
03
Fragmented governance and decision rights slowed execution and encouraged local workarounds.
04
The function needed clearer accountability for prioritizing, delivering, and sustaining HR services at scale.
02 – OUR APPROACH
Translating People Experience Strategy into Clear Governance and Accountability
Lotis Blue began by conducting stakeholder interviews and designing an on-site strategy session to align PX leadership around a shared three-year vision, promise, priorities, and roadmap. The process established a common understanding of the capabilities and work systems needed to deliver seamless, AI-ready, and human-centered HR experiences.
Building on this strategic direction, we designed a future-state PX operating model that clarified how work would be organized, governed, and executed across functions. Particular attention was given to defining the relationship between PX and IT, establishing accountability for outcomes, products and experiences, technology platforms, and ongoing operations.
Building on this work, we:
- Defined the core capabilities and work systems required to execute the PX strategy and support enterprise transformation.
- Clarified responsibilities across PX and IT for experience outcomes, product development, engineering, and ongoing service delivery.
- Developed a detailed work taxonomy and RACI spanning six work lanes, 28 sub-segments, and 156 work items.
- Established clearer ownership and decision rights for prioritizing, building, adopting, and improving PX solutions.
- Created leadership communication and rollout materials to support alignment and activation of the new model.
6
work lanes defined
28
work sub-segments mapped
156
work items assigned clear accountability
03 – BUSINESS IMPACT
Establishing the Foundation for Scalable, Human-Centered HR Delivery
The company moved from fragmented PX priorities toward a unified strategic direction supported by a defined operating model. Leaders gained greater clarity around how HR, PX, Data & Digital, Change, and IT would collaborate, make decisions, and coordinate delivery across the enterprise.
The new governance structure and detailed accountability framework reduced ambiguity around ownership, handoffs, and execution responsibilities. With a shared three-year roadmap and clearer operating principles, the PX function was better positioned to accelerate delivery, reduce duplication, and scale more consistent, insight-led employee experiences across its global workforce.
01
Aligned PX leadership around a shared three-year vision, strategic priorities, and execution roadmap.
02
Established clearer cross-functional ownership, governance, and decision rights.
03
Reduced ambiguity in how PX initiatives are prioritized, developed, adopted, and sustained.
04
Created a scalable operating foundation for more integrated, AI-ready, and human-centered HR services.
