Daiichi Sankyo is a global pharmaceutical company with strong cardiovascular and oncology portfolios. The German Commercial Division underwent a major transformation when a consulting firm introduced new agile teams, roles and frameworks.

But when the consultants left, the Commercial organisation was left with a structure on paper — and a big question:

„How does this actually work in real life?“

This is where teamdecoder came in.

Starting Point: Two Worlds, Zero Integration

1. The new agile world (from the consultants)

• new Squads

• new roles (POs, Agile Leads, Chapter Leads …)

• new Purposes

• new ceremonies and workflows

Documented — but not truly understood.

2. The existing Commercial organisation

• unclear responsibilities

• massive lists of Deliverables

• overlapping tasks

• inconsistent processes

• zero transparency across roles

• no integration with the new agile model

The Commercial team knew: „We have a new structure — but not a functioning organisation.“

To bring clarity and structure into the Commercial organisation by:

• making all roles & responsibilities transparent

• mapping the real work of the Commercial teams

• connecting the agile structure with real processes

• enabling the organisation to live the new hybrid operating model

Phase 1: Understanding the new agile elements

teamdecoder helped the organisation understand:

• what the consultant-built agile model actually meant

• how roles were intended to work

• how the structure should create value

For the first time, the “agile world” became understandable.

Phase 2: Bringing clarity to the existing Commercial structure

Before agility could be integrated, you created transparency over reality:

• all Deliverables were listed (campaigns, materials, events, projects …)

• responsibilities were mapped

• existing roles were defined

• tasks were sorted and grouped

• overlaps and gaps became visible

Only then wurde sichtbar:

„We cannot integrate agile into an unclear system — we must first understand our own work.“

Phase 3: Connecting the old and the new

In the third workshop, the two structures were brought together:

• agile roles + existing roles were aligned

• responsibilities were distributed

• collaboration paths were defined

• end-to-end processes became visible

• Schnittstellen between agile teams and the wider organisation were clarified

For the first time, the Commercial team understood:

„This is how our system actually works — and here is where agility fits in.“

The first workshop revealed the core insight:

• Agility can’t fix unclear structures.

• New roles don’t work if old ones remain undefined.

• Change only works when human roles are clear.

This became a turning point:

„Before we can be agile — we must be clear.“

A pattern we've since seen in many organisations, including AI transformations. Clarity on existing (human) roles is always step #1.

A major innovation during the project was the joint evolution of teamdecoder's Reports.

Daiichi Sankyo needed:

• a clear status view of roles that evolve over time

• personal Reports showing each person’s responsibilities

• transparency on who does what why and with whom in our team

• transparency for leaders to react early

You worked with the team in multiple rounds to:

• redesign the Report structure

• improve clarity, readability and relevance

• show responsibility shifts and changes in team structure

• give each person a meaningful personal overview

• provide managers with real organisational insights

This collaboration made Reports a core feature of continuous role development.

👉 The Report became a living development tool — not just documentation.

1. Clear roles and responsibilities across the entire Commercial organisation

The team now understands:

• what each role is

• how responsibilities connect

• how agile and legacy roles work together

• how decisions flow through the system

2. A functioning integrated operating model

The Commercial Division now has:

• connected processes

• clarified collaboration

• reduced ambiguity

• a real understanding of how work gets done

Agility stopped being “a framework” and became a working part of the real organisation.

3. The team can now live and evolve the structure independently

With teamdecoder, the organisation learned:

• how to define roles themselves

• how to adjust responsibilities

• how to navigate structural change

• how to maintain clarity over time

4. Full transparency within the Commercial Division

Instead of guesswork, the organisation now has:

• a clear view of all roles

• transparent responsibilities

• visible collaboration paths

• clarity as a shared operating principle

„Now we know how we work — and why.“