Product details

By continuing to use our site you consent to the use of cookies as described in our privacy policy unless you have disabled them.
You can change your cookie settings at any time but parts of our site will not function correctly without them.
Compact case
Published by: Institute for Management Development (IMD)
Originally published in: 2019
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

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