Background
By 2023, FutureMeds had grown rapidly across Europe expanding to 15 clinical research sites in five countries via acquisitions and internal developments. While this growth delivered scale and reach, it introduced a significant risk: every site had its own legacy culture, local habits and informal ways of working. The organisation’s people were starting to identify more with their local “tribes” than with a shared company identity. This siloed environment threatened consistency of employee experience, quality, and ultimately the company’s ability to operate as a unified network delivering high-standard clinical research.
The leadership recognised that growth without cohesion could undermine performance, patient experience, and brand integrity. The company embarked on forging a shared identity and a framework for a living, breathing culture that would align 500+ employees under common values, and support long-term ambition to increase patient access to innovative treatments worldwide.
Approach
FutureMeds assembled a small, cross-functional taskforce, led by our Executive VP of Operations and including representatives from operations, brand, and marketing to align the executive team around a unified vision for what kind of culture FutureMeds should represent.
Next, they turned to their people. Between 2023 and 2024, they conducted a series of qualitative interviews, focus groups and feedback rounds across all 15 sites and every level of seniority. Team members shared their views on what worked, what didn’t and what kind of values would resonate across geographies.
“The Progress P.A.C.T. gave 500 employees across five countries a shared promise, turning culture into connection and purpose into performance”
Using this insight, the taskforce co-designed their cultural framework that has been launched in Q2 2024. This framework articulated how the teams work together, tying daily behaviours to their purpose of delivering life-changing research.
As part of the activation, each research site received a Culture Pack and elected local Culture Captains. These Captains, in partnership with site leadership, led discussions, workshops and team-building activities supported by dedicated Culture Funds.
Outcome
By early 2025, indicators showed significant and positive culture shifts:
• Employee survey results indicated a strong increase in sense of belonging; many who once identified primarily with their local site started to speak of “One FutureMeds.”
• Voluntary turnover has decreased; internal referrals have increased; and 58 employees were promoted in 2024, reflecting both retention and talent growth.
• Cross-site collaboration has doubled: teams in different countries were sharing best practices, mentoring across borders, and collaborating on projects, behaviours that were rare before culture framework.
• Client feedback supported this shift: clients noted improved consistency in both performance and quality across sites, regardless of location. Which in turn, strengthened the company’s competitive position and enabled new strategic partnerships.
Beyond people metrics, the cultural alignment work became a cornerstone to the next growth chapter of the organisation.
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