NorthglassAdvisoryNorthglass Advisory
Important business priorities rarely wait until every implication has been worked through.
Northglass helps business unit heads, SVPs, and VPs when a transformation or major priority is moving faster than the organization’s understanding of what it requires.
Start a conversationNorthglass helps clarify priorities, surface where execution is getting stuck, and build the change approach needed to move the organization forward.
Northglass brings nearly three decades of work inside and alongside complex organizations, including more than a decade across pharma and biopharma and several years supporting financial-services enterprises.
Where Northglass helps
Important work is underway, but leaders may be interpreting the priorities differently. Stakeholder awareness varies, and different parts of the organization may be working from different assumptions about what comes next.
Functions and leaders may each have legitimate objectives while drawing on the same people, budget, attention, or executive sponsorship. Decisions about sequence and tradeoffs have not traveled far enough into the organization.
Managers have to make the direction usable for their teams. They translate enterprise priorities into decisions, expectations, and day-to-day work.
Their understanding and capability shape what happens next.
Ways to engage
A focused 2–3 week engagement for a transformation or major priority that is underway and showing signs of misalignment.
Northglass works with the executive sponsor across several sessions and interviews approximately 10–15 leaders and stakeholders. Relevant material may also be reviewed, including previous assessments, workflow documentation, employee feedback, and existing business measures.
The work examines which groups and leaders will be most affected, what they understand about the forthcoming change, and how closely their interpretation aligns with the intended direction. Readiness to adopt and activate teams is assessed later, once the direction is sufficiently clear.
Leadership receives a stakeholder heat map, a high-level view of workflow friction, an account of where priorities are being interpreted differently, and a recommended path forward. From there, Northglass can help establish the change approach, key milestones, manager strategy, and communication framework. The client team may carry the work forward, or Northglass can remain involved through a separate engagement.
Once the direction is clear, Northglass helps carry it into the organization.
The work may include change strategy, stakeholder planning, manager readiness, leadership support, executive coaching, or targeted communication and leadership development.
The emphasis stays on helping the organization act on the business priority with enough clarity to avoid unnecessary rework and conflicting effort.
Experience behind the work
Northglass is a new firm built on long-standing enterprise experience.
Across pharma and biopharma, that experience has included organizational restructures, integration of previously separate functions, executive support during the creation of a newly carved-out organization, operating-model work for a new patient-services organization, and leadership and training work during rapid growth.
In one biopharma organization, the work began when the company had roughly 400 employees.
The team built digital learning, manager resources, communications, and a training approach used as the organization expanded beyond 1,200 employees.
Financial-services work has included SAP and ServiceNow transformations, cross-functional stakeholder alignment, enterprise ITSM training, and people-strategy work.
One ServiceNow program trained approximately 3,000 IT employees.
A six-month SAP engagement required coordination across three major business units and several internal support functions.
Point of view
Organizational strategy
Why more activity is not always progress, and why consequential work should begin by clarifying the problem, the outcome, and what must actually change.
View the Northglass perspectiveSenior-led, with additional capacity when the work requires it
When additional capacity or specialized expertise is useful, Northglass draws on experienced independent advisors.
That structure allows the engagement to expand while keeping leadership and accountability clear.
If an important priority is moving and the organization is struggling to turn it into coordinated action, that is a useful place to begin.
Start a conversation