ORG4801
Assignment 2
Semester 2
Due 2025
,ORG4801
ASSIGNMENT 2
SEMESTER 2 2025
CLARITY CRAFTED
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.
This case study examines CRL’s change initiatives through the lens of organizational
change management, addressing three key dimensions: (1) the type of change agency
employed, (2) a critical evaluation of the change initiative’s implementation, and (3)
lessons learned from the case that could inform academic learning. Drawing on
theoretical models, empirical data, and company-specific examples, the analysis
critically assesses CRL’s transformation efforts—particularly the digital transformation
(Apollo platform) and agile implementation in marketing—to identify both strengths and
limitations.
Question 1: Type of Change Agency and Critical Evaluation of Change Initiative
Implementation
(i) Type of Change Agency at Charles River Laboratories
Definition and Theoretical Framing
Change agency refers to the actors responsible for initiating and managing
organizational change (Cummings & Worley, 2015).
, CRL’s transformation reflects a hybrid change agency model, integrating internal
leadership with external consulting expertise. This dual approach aligns with literature
emphasizing the value of combining internal legitimacy with external objectivity and
innovation (Errida & Lotfi, 2021).
Internal Change Agents
CRL’s senior leadership played a central role in initiating and managing change.
Executives such as Gina Mullane (CSVP Client Experience & CMO) and Darci Helbling
(Executive Director, Global Marketing Operations) led the agile transformation in the
marketing department (AgileSherpas, n.d.). Their leadership aligns with transformational
leadership theory (Bass, 1990), characterized by inspiring vision, change-oriented
strategies, and employee empowerment. CRL’s internal digital teams also spearheaded
the development of the Apollo platform, demonstrating ownership of technological
innovation (McKinsey & Company, n.d.).
External Change Agents
CRL engaged McKinsey & Company to conduct a Digital Diagnostic and support the
design of Apollo, contributing expertise in digital strategy, design thinking, and analytics.
Likewise, AgileSherpas supported agile implementation by providing training and agile
coaching frameworks (AgileSherpas, n.d.). These external partners align with expert-
driven change agency models, which are effective in enhancing transformation speed
and precision (Cummings & Worley, 2015).
Hybrid Model Evaluation
CRL’s hybrid model effectively leveraged internal vision and external expertise. This is
particularly valuable in a complex, regulated, and acquisition-heavy environment. The
success of the Apollo platform and the scaling of agile marketing pods from 3 to over 20
suggest strong coordination and adaptability. However, overreliance on external
consultants presents sustainability risks, including knowledge dependency and cultural
misalignment. Ensuring long-term success requires internalizing capabilities introduced
by external partners.
Assignment 2
Semester 2
Due 2025
,ORG4801
ASSIGNMENT 2
SEMESTER 2 2025
CLARITY CRAFTED
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.
This case study examines CRL’s change initiatives through the lens of organizational
change management, addressing three key dimensions: (1) the type of change agency
employed, (2) a critical evaluation of the change initiative’s implementation, and (3)
lessons learned from the case that could inform academic learning. Drawing on
theoretical models, empirical data, and company-specific examples, the analysis
critically assesses CRL’s transformation efforts—particularly the digital transformation
(Apollo platform) and agile implementation in marketing—to identify both strengths and
limitations.
Question 1: Type of Change Agency and Critical Evaluation of Change Initiative
Implementation
(i) Type of Change Agency at Charles River Laboratories
Definition and Theoretical Framing
Change agency refers to the actors responsible for initiating and managing
organizational change (Cummings & Worley, 2015).
, CRL’s transformation reflects a hybrid change agency model, integrating internal
leadership with external consulting expertise. This dual approach aligns with literature
emphasizing the value of combining internal legitimacy with external objectivity and
innovation (Errida & Lotfi, 2021).
Internal Change Agents
CRL’s senior leadership played a central role in initiating and managing change.
Executives such as Gina Mullane (CSVP Client Experience & CMO) and Darci Helbling
(Executive Director, Global Marketing Operations) led the agile transformation in the
marketing department (AgileSherpas, n.d.). Their leadership aligns with transformational
leadership theory (Bass, 1990), characterized by inspiring vision, change-oriented
strategies, and employee empowerment. CRL’s internal digital teams also spearheaded
the development of the Apollo platform, demonstrating ownership of technological
innovation (McKinsey & Company, n.d.).
External Change Agents
CRL engaged McKinsey & Company to conduct a Digital Diagnostic and support the
design of Apollo, contributing expertise in digital strategy, design thinking, and analytics.
Likewise, AgileSherpas supported agile implementation by providing training and agile
coaching frameworks (AgileSherpas, n.d.). These external partners align with expert-
driven change agency models, which are effective in enhancing transformation speed
and precision (Cummings & Worley, 2015).
Hybrid Model Evaluation
CRL’s hybrid model effectively leveraged internal vision and external expertise. This is
particularly valuable in a complex, regulated, and acquisition-heavy environment. The
success of the Apollo platform and the scaling of agile marketing pods from 3 to over 20
suggest strong coordination and adaptability. However, overreliance on external
consultants presents sustainability risks, including knowledge dependency and cultural
misalignment. Ensuring long-term success requires internalizing capabilities introduced
by external partners.
