Subject category:
Human Resource Management / Organisational Behaviour
Published by:
International Institute for Management Development (IMD)
Version: 19.06.2019
Revision date: 16-Dec-2019
Length: 4 pages
Data source: Field research
Abstract
This is part of a case series. When Simone Thomsen took over as General Manager of Eli Lilly and Company, Austria, Switzerland, Germany, the last thing her new team wanted from her was yet another vision. The organization had faced new leaders every two or three years, each with a new vision, and many reorganizations and restructurings. They were fed up and felt misunderstood. But their performance had not been good and the future was going to be even more difficult. It was clear to Thomsen that simply doing the same things, only a little better, wouldn't be enough. A transformation was needed. Her objective was to get the company back on track and show it could grow and be profitable. Then the organization might accept yet another new vision, and, she hoped, her team might even accept to create a new vision themselves. They did, and it would require a radical transformation to achieve. They committed themselves to becoming the most humane and customer-centric pharmaceutical company in Austria, Switzerland and Germany by 2020.
Time period
The events covered by this case took place in 2014 to 2019.Geographical setting
Region:
Europe
Country:
Germany
Featured company
Eli Lilly
Industry:
Pharmaceuticals
Subject category:
Human Resource Management / Organisational Behaviour
Published by:
International Institute for Management Development (IMD)
Version: 19.06.2019
Revision date: 16-Dec-2019
Length: 7 pages
Data source: Field research
Subject category:
Human Resource Management / Organisational Behaviour
Published by:
International Institute for Management Development (IMD)
Version: 19.06.2019
Revision date: 16-Dec-2019
Length: 3 pages
Data source: Field research
About
Abstract
This is part of a case series. When Simone Thomsen took over as General Manager of Eli Lilly and Company, Austria, Switzerland, Germany, the last thing her new team wanted from her was yet another vision. The organization had faced new leaders every two or three years, each with a new vision, and many reorganizations and restructurings. They were fed up and felt misunderstood. But their performance had not been good and the future was going to be even more difficult. It was clear to Thomsen that simply doing the same things, only a little better, wouldn't be enough. A transformation was needed. Her objective was to get the company back on track and show it could grow and be profitable. Then the organization might accept yet another new vision, and, she hoped, her team might even accept to create a new vision themselves. They did, and it would require a radical transformation to achieve. They committed themselves to becoming the most humane and customer-centric pharmaceutical company in Austria, Switzerland and Germany by 2020.
Settings
Time period
The events covered by this case took place in 2014 to 2019.Geographical setting
Region:
Europe
Country:
Germany
Featured company
Eli Lilly
Industry:
Pharmaceuticals
Related
Subject category:
Human Resource Management / Organisational Behaviour
Published by:
International Institute for Management Development (IMD)
Version: 19.06.2019
Revision date: 16-Dec-2019
Length: 7 pages
Data source: Field research
Subject category:
Human Resource Management / Organisational Behaviour
Published by:
International Institute for Management Development (IMD)
Version: 19.06.2019
Revision date: 16-Dec-2019
Length: 3 pages
Data source: Field research