Takeda implements a complex global compensation project with unexpected results.


Takeda Case Study

Takeda Pharmaceuticals

Takeda Pharmaceuticals U.S.A., Inc. (TPUSA) is committed to strive toward better health for people worldwide through leading innovation in medicine. It is a wholly owned subsidiary of Takeda Pharmaceutical Company Limited, Japan’s largest pharmaceutical company and one with a 230-year heritage. Takeda’s U.S. clinical development activities are conducted via Takeda Development Center Americas, Inc.


The Client's Challenges

The Head of Global Compensation, Kathy Van Neck, was brought into the company from the outside.  She inherited a team of skilled specialists at a time when the company was planning on implementing several key compensation initiatives impacting both short term and long term incentives for thousands of employees around the world.  This team needed to revamp their entire corporate compensation strategy as a team, taking into account the numerous cross-functional interdependencies, and have it all implemented by the next year’s compensation review cycle.


Our Solution

We worked with the Head of Global Compensation to identify each team member’s individual strengths and approaches to problem solving.  Each team member took the Kolbe A Index which is a strengths based assessment that identifies an individual’s natural approach to problem solving. Team members debriefed their individual results with Tiara Consultants and learned how to “play to their strengths” and to be more effective.  In addition to each person understanding how to be more strategic with their skills and strengths,we conducted an all team meeting to look at the team’s synergy of strengths and where and how to employ each team member’s strengths increasing the collaboration and worth throughput of the team.


The Results

The team recognized the negative impact of keeping things compartmentalized and in silos.  Instead, they learned where and when to include others based on their natural strengths. They also prioritized breaking down complex projects to keep them moving on time and within budget expectations. Team members felt valued, informed and successful as the new compensation models were rolled out globally. At the beginning many thought they would not be able to accomplish the goals, but they did!


What We Learned

The team experienced the following:

  • Leveraging the strengths of each team member creates outcomes that surpass the sum of the parts.
  • Interacting with each other at the right time and with the right motivation is an essential part of the process.
  • Taking personal responsibility is required by everyone.
  • The team’s collective success far outweighed what was thought possible, with every team member feeling good throughout the process — especially at the completion!