Transformation at Eli Lilly & Co. (A)
Faced with the imminent loss of 40% of its revenues due to patent expirations, pharma giant Eli Lilly sets out on a dramatic transformation process in 2009. The case considers how Lilly restructured the organization into business areas to aid better decision making, faster innovation and clearer customer insight; the forward guidance and minimum performance guarantees that Lilly provided to the market during the transformation; the difficult HR adjustments that were required; and how the top leadership encountered and overcame market skepticism towards the innovation-focused plan.
- प्रतिलिपि अधिकार:
- 2016 HBS
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