The recently designated manager of Innovation Management & Strategy at Boehringer Ingelheim, a German-based multinational pharmaceutical company, is finding his way forwards in his business's new, first-of-its-type function, which is essential to the company's growth rejuvenation strategy. His job has a threefold mandate: to establish internal arrangements, to build internal networks and to leverage internal notions. His biggest challenge was transforming organization’s DNA. The most appropriate and blockbuster business model which has characterized the company for decades is no longer suitable.
This shift in strategy necessitates innovative changes in customer focus, delivery and distribution. To accomplish this goal, he needs to institutionalize innovation so that it becomes sustainable. But in doing this, he should also identify the metrics for assessing progress. The case offers an opportunity for students to step into the shoes of and act like an innovative leader, to develop an innovation roadmap for the organization in the face of doubt and to understand just how to engage in innovation direction at various levels of a worldwide business.
PUBLICATION DATE: January 20, 2015 PRODUCT #: W14644-HCB-ENG
This is just an excerpt. This case is about STRATEGY & EXECUTION
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