Inside BMS GRSO: Together, we come out on top!

Creating an Energizing Culture in Times of Uncertainty

Navigating through the challenges of cultivating an energizing culture in a growing business is a complex task, especially during periods of significant change and limited resources. As part of the Bristol Myers Squibb strategy to expand the global footprint and build a hub in India, Global Regulatory Strategic Operations (GRSO) under the leadership of Isolde Puschmann, PhD , VP has recently started building a team in India with impact to both the newly hired as well as existing colleagues in the organization. In a candid conversation with Isolde, I explored her approach to creating an energizing culture amidst new challenges and dynamic times.

A decade ago, the thought of facing such organizational shifts might have daunted Isolde. However, she has since learned the power of focusing on controllable aspects and tackling immediate tasks rather than being overwhelmed by external uncertainties.

Under Isolde's leadership in managing change, her organization did not just survive; they thrived, marking a year with strong teamwork and outcomes. Here are five unique areas Isolde and her Leadership Team concentrated their focus to foster an energizing culture during a pivotal organizational transformation.

1) TRUST

“Trust and the ability to lean on each other are key factors when it comes to leading the organization through change.”

In managing an organization, especially during times of change, trust is a critical component. Isolde stresses the importance of team members supporting each other, which helps create an environment that fosters a vibrant and positive culture. This mutual support and trust in each other are essential in creating and sustaining an energizing culture during times of change and uncertainty.

2) EMPATHY

“You have to be present, so they know they’re not alone.”

Isolde's approach to empathy was rooted in her understanding that not everyone had prior experience with organizational changes. She recognized that this lack of experience could lead to varying levels of anxiety based on individual past experiences. By sharing her own experiences with significant business changes over her career, she hoped to help people see that while change is difficult, we do get through it and find that we come out on top.  Understanding that not everyone processes change in the same way or at the same rate, Isolde encourages everyone to take the time and make the space they need to navigate through change.

3) A CULTURE OF GROWTH & LEARNING

“Our forum from People’s Managers for People's Managers is a great tool to energize our people management team.”

The Leadership Team established a forum named GRSO Navigators designed to foster connections, build networks, and grow collectively among People Managers. This platform allows managers to exchange ideas, discuss innovative strategies, and delve into issues with their peers, thereby enhancing their ability to support their teams during periods of change. GRSO Navigators has become an essential tool for People Managers bringing candid feedback and suggestions directly to the Leadership Team, a practice that Isolde highly values. She understands that direct and honest feedback are the key to understanding the ground realities in our work, enhancing organizational performance, and helping staff to evolve and adapt.

4) FUN

“Having fun and staying connected is vital during these changes.”

In times of change and uncertainty, it is important to remember the role of fun and connecting with each other. With half of GRSO working remotely and the other half distributed globally, innovating ways to maintain team spirit is crucial.

Initiatives like GRSO Connects allow staff to get to know each other better, stay connected, and have fun even when faced with challenges. It serves as a bridge, bringing together dispersed team members in a shared space of camaraderie and enjoyment. These events go beyond typical corporate meetings, creating moments of joy and bonding that are vital in keeping the organizational culture vibrant and energized.

5) SELF-CARE

“If I’m constantly working, I end up brain-fatigued and not being present.”

In the ever-evolving landscape of organizational change, the importance of self-care is paramount. Isolde is a longtime believer who models the philosophy of nurturing one’s energy and focus to bring high performance. Her healthy habits include disconnecting from work, taking breaks, exercising, and eating right. Isolde’s commitment to maintaining her physical health, including regular workouts on her Peloton bike, is a testament to her dedication to sustaining her energy and focus.

This approach to self-care is not merely a personal choice; it is a strategic element to manage more effectively periods of change and the challenges of transformation. This strategy helps to remain resilient and adaptable, key qualities needed to successfully navigate change and uncertainty.

In summary, GRSO came out on top delivering a strong year together as a cohesive team. Their journey through transformation underlines a powerful message: even in the face of change and uncertainty, an energizing culture can be cultivated. It takes trust, empathy, continuous improvement, a sprinkle of fun, and a strong focus on self-care to lead the organization to new heights of success.

Are you looking for ways to reinvigorate your team? Reach out and let's kickstart this journey.