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Merck
Leadership Readiness Labs
As Merck enters a period of accelerated innovation, the company is preparing to launch more new medicines in the next five years than in the previous ten. To sustain this pace, leadership needed to become a true differentiator – built at scale in a way that strengthened execution rather than disrupted it.
Service
Talent Readiness
Industry
Healthcare
Client Team
Global Talent Center
of Excellence
What We Did
At Mighty Cultures, we believe leadership becomes a true differentiating capability when it is reinforced consistently and applied immediately into the needs of the business. With that belief at the center, we partnered with Merck to launch Leadership Readiness Labs, an enterprise-wide program designed to equip the company’s 14,000+ people leaders with critical skills to drive business value today and in the future.
The heartbeat of the program was a series of quarterly labs featuring external leaders, internal stories, interactive reflections and live ‘doing sessions’ to help leaders apply the learning to their challenges in real-time. The labs were complemented with a suite of high-impact assets - from tactile cards and a custom digital app to "plug-and-play" team activation modules—supporting adoption during a period of unprecedented growth and change.
The Outcome
Through a multi-year series of Readiness Labs, we helped Merck scale a global leadership standard aligning thousands of leaders. By turning leadership into a consistent, enterprise-wide ritual, we ensured the culture could match the speed and scale required for the company’s next phase of growth.
14,000
14,000+ people leaders engaged in the program.
25
Readiness Labs was recognized in Merck’s 2024/2025 Impact Report as a standout leadership initiative.
Y1
Completed a full integration of new Leadership Skills into all talent practices within one year.
Y2
Ongoing alignment of Leadership Skills to Merck's top-tier business priorities.
"The Labs created a consistent way to build leadership capability at scale. Leaders across the organization were developing the same skills, at the same time, in a way that stayed closely connected to the business."
Nada Fraifer, Head of Global Talent Management, Leadership Strategy & Organizational Culture, Merck
