Product details

Share this page:
Published by:
SDA Bocconi (2020)
Revision date:
16-Sep-2020
Length:
19 pages
Data source:
Field research

Abstract

Amgen in Italy started it commercial operations in 2002, with the typical traits of a start-up; nowadays, it is ranked third among European subsidiaries for what concerns size, after France and Germany. Before 2002 only an R&D division was implemented in Italy. Amgen Italy commercial operations were run under a co-marketing agreement with a local distributor. Such business model caused inefficiencies with the risk of product cannibalizations, because of offering very similar drugs with different trade names. To overcome this scenario, in 2008 Amgen Italy and the local distributor merged to give birth to Amgen as it is nowadays. The case describe what happened after the merger, which caused 50% layoffs of the workforce: the company leadership team was able to overturn the internal climate, regaining people engagement and performance, thus transforming company culture.

Topics

Human resource management; Motivation; People engagement; Culture; Change management; Dynamic capabilities

Setting

The events covered by this item took place in 2015.

Geographical setting

Region:
Europe
Country:
Italy

Featured company

Company name:
Amgen
Industry:
Pharmaceuticals, biotechnology

Access this item

casecent.re/p/136515
View our pricing guide
or to see prices.

Awards, prizes & competitions

Reviews & usage