Over the past 12 months, the major pharmaceutical company was launched a full set of cultural change and breakthrough canopy during activity was initiated by the need to cut nearly 25% of the costs of all the key global production capacity. Cultural change and breakthrough canopy during activities under aggression, and the company thought that the cost cutting can be achieved only on the basis of operational transformation, in the three-way approach, including the behavior of leadership and change management infrastructure, which praised the lean initiatives rolled out in 24 industrial operating systems over 40 global sites. Senior leader accused of leading this global effort schedules a meeting with her lead contact with the external consulting firm hired to help with the design and initial implementation of cost reduction, to discuss the obstacles they face both in their least successful site. "Hide
by Robert D. Landel, Rebecca A. Goldberg Source: Darden School of Business 3 pages. Publication Date: January 20, 2012. Prod. #: UV6034-PDF-ENG
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