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Published by:
Institute for Management Development (IMD) (2019)
Version:
19.06.2019
Revision date:
16-Dec-2019
Length:
3 pages
Data source:
Field research

Abstract

By 2017 it was clear that the transformation of Eli Lilly and Company, Austria, Switzerland, Germany had been a success. Business results were outstanding, and people in the organization were energized and committed to the new way of working. But two things challenged the sustainability of the change. First, the General Manager, Simone Thomsen, was promoted and a new GM had taken over. Coming from Lilly's business in Japan, the new GM, Kadir Tepebasi, hadn't lived through the transformation and the idea of the augenhoehe culture was new to him. Second, as the German hub's success became known in the rest of Eli Lilly and Company, how would the larger organization react? Would they let the German hub continue to do things differently? Could the idea of augenhoehe translate more broadly?

Topics

Talent management; Human resources; Leadership; General management; Management

Setting

The events covered by this item took place in 2014 to 2019.

Geographical setting

Region:
Europe
Country:
Germany

Featured company

Company name:
Eli Lilly
Industry:
Pharmaceuticals

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