ORG4801
Assignment 2
Semester 2
Due 2025
,ORG4801
Assignment 2
Semester 2 2025
Charles River Laboratories Case Study: Organizational Change Management
Introduction
Charles River Laboratories (CRL), a global leader in contract research for drug
development, has undertaken substantial organizational transformation to maintain its
competitive position in the rapidly evolving pharmaceutical and biotechnology sectors.
Facing industry pressures such as accelerated innovation cycles, digital disruption, and
heightened regulatory complexity, CRL launched a series of strategic change initiatives
aimed at improving operational agility, customer engagement, and digital integration.
This case study examines CRL’s organizational change through the lens of established
change management frameworks, focusing on three key dimensions: (1) the type of
change agency employed, (2) a critical evaluation of the change initiative’s
implementation, and (3) lessons learned that can inform academic understanding and
application of change theory. Drawing on Kotter’s 8-Step Model, Lewin’s Force Field
Theory, transformational leadership theory, and stakeholder theory, the analysis
evaluates CRL’s hybrid approach to change—including its digital transformation through
the Apollo platform and agile implementation within the marketing department.
Through a critical review of internal leadership, external consultancy involvement,
coordination strategies, and employee engagement practices, this report identifies both
the strengths and the limitations of CRL’s transformation process. The aim is to provide
not only an applied understanding of organizational change in a high-stakes industry but
also actionable insights for students and professionals studying change management in
dynamic, real-world contexts.
, Question 1: Type of Change Agency and Critical Evaluation of Change Initiative
Implementation
(i) Type of Change Agency at Charles River Laboratories (CRL)
The type of change agency at CRL aligns with a hybrid model, combining internal
transformational leadership with external expert consultancy. This approach is
strategically suitable for CRL’s large-scale, complex transformation, involving digital
innovation and agile methodologies across global operations.
Internal Change Agents
Senior leaders such as Gina Mullane (Chief Marketing Officer) and Darci Helbling
(Executive Director of Marketing Operations) acted as internal change agents, leading
the agile transformation of the marketing department. Their leadership style reflected
transformational leadership theory (Bass, 1990), inspiring a shift toward scalable,
efficient marketing operations. CRL’s internal digital factory team also played a crucial
role in building and scaling the Apollo platform, a customer engagement tool.
External Change Agents
CRL engaged McKinsey & Company to conduct a Digital Diagnostic and co-develop the
Apollo platform. AgileSherpas provided training and strategic frameworks for
implementing agile practices in marketing. These consultants represent expert-driven
change agents, offering specialised knowledge to accelerate transformation (Cummings
& Worley, 2015).
Hybrid Change Agency
The interaction of internal leadership and external expertise created a hybrid model.
This structure leveraged internal legitimacy and cultural awareness alongside technical
and strategic insights from consultants. It aligns with Errida and Lotfi’s (2021) argument
that hybrid models enhance change success in complex environments by balancing
innovation with organisational coherence.
Assignment 2
Semester 2
Due 2025
,ORG4801
Assignment 2
Semester 2 2025
Charles River Laboratories Case Study: Organizational Change Management
Introduction
Charles River Laboratories (CRL), a global leader in contract research for drug
development, has undertaken substantial organizational transformation to maintain its
competitive position in the rapidly evolving pharmaceutical and biotechnology sectors.
Facing industry pressures such as accelerated innovation cycles, digital disruption, and
heightened regulatory complexity, CRL launched a series of strategic change initiatives
aimed at improving operational agility, customer engagement, and digital integration.
This case study examines CRL’s organizational change through the lens of established
change management frameworks, focusing on three key dimensions: (1) the type of
change agency employed, (2) a critical evaluation of the change initiative’s
implementation, and (3) lessons learned that can inform academic understanding and
application of change theory. Drawing on Kotter’s 8-Step Model, Lewin’s Force Field
Theory, transformational leadership theory, and stakeholder theory, the analysis
evaluates CRL’s hybrid approach to change—including its digital transformation through
the Apollo platform and agile implementation within the marketing department.
Through a critical review of internal leadership, external consultancy involvement,
coordination strategies, and employee engagement practices, this report identifies both
the strengths and the limitations of CRL’s transformation process. The aim is to provide
not only an applied understanding of organizational change in a high-stakes industry but
also actionable insights for students and professionals studying change management in
dynamic, real-world contexts.
, Question 1: Type of Change Agency and Critical Evaluation of Change Initiative
Implementation
(i) Type of Change Agency at Charles River Laboratories (CRL)
The type of change agency at CRL aligns with a hybrid model, combining internal
transformational leadership with external expert consultancy. This approach is
strategically suitable for CRL’s large-scale, complex transformation, involving digital
innovation and agile methodologies across global operations.
Internal Change Agents
Senior leaders such as Gina Mullane (Chief Marketing Officer) and Darci Helbling
(Executive Director of Marketing Operations) acted as internal change agents, leading
the agile transformation of the marketing department. Their leadership style reflected
transformational leadership theory (Bass, 1990), inspiring a shift toward scalable,
efficient marketing operations. CRL’s internal digital factory team also played a crucial
role in building and scaling the Apollo platform, a customer engagement tool.
External Change Agents
CRL engaged McKinsey & Company to conduct a Digital Diagnostic and co-develop the
Apollo platform. AgileSherpas provided training and strategic frameworks for
implementing agile practices in marketing. These consultants represent expert-driven
change agents, offering specialised knowledge to accelerate transformation (Cummings
& Worley, 2015).
Hybrid Change Agency
The interaction of internal leadership and external expertise created a hybrid model.
This structure leveraged internal legitimacy and cultural awareness alongside technical
and strategic insights from consultants. It aligns with Errida and Lotfi’s (2021) argument
that hybrid models enhance change success in complex environments by balancing
innovation with organisational coherence.
