When appointed CEO of Novo Nordisk Engineering, Hans Ole Voigt created a vision for the company for five years E should be able to build a pharmaceutical factory in less than a year. The first reaction was very negative, most of the staff thought this goal was completely unrealistic. Trials were over, people trained and step NE closer to the goal. Workers became more and more energetic and felt for the 12 months target was achievable. An average of 30 to 36 months while the construction industry, SW first came to 24 then 18 and finally 11 months. By 2005, the goal was achieved, and the company has a permanent reputation for its achievements. Learning Objectives: This case provides a good opportunity to learn about the speed of project management. From the point of view of the supply chain shows the importance of involving external partners from customers to suppliers in the successful implementation of the project. It also helps to understand that even in highly regulated industries (where the pharmaceutical industry) processes can be modified and improved. From a human resource management shows the importance of how to create the energy of motion of staff to address highly complex projects and investment in project management training. "Hide
by Carlos Cordon, Ralf W. Seifert, Francois Jager Source: IMD 11 pages. Publication Date: June 21, 2006. Prod. #: IMD422-PDF-ENG
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