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.
Published by: Institute for Management Development (IMD)
Originally published in: 2020
Version: 18.06.2020
Revision date: 27-Jul-2020

Abstract

This is part of a case series. The Roche Diagnostics Belgium (RDB) case study consists of two parts: Part (A): 'Changing a Winning Formula?' and Part (B): Cultural and Digital transformation. The cases focus on the transformation which Anna-Maria Heuchel-Reinig initiated to turn the company into a more successful business. RDB had a strong track-record within Roche for high-performance and good market share. Anna had an equally solid reputation, having managed different businesses and country organizations within Roche over a 20-year career. The two-part case study covers the period from April 2017 until October 2019 and recounts how Anna made sense of the situation she inherited when she became the General Manager of the Belgian organisation and the actions she took to initiate a journey focused on customer centricity, cultural change and digital business transformation. Case A covers Anna's first 100 days as General Manager from April 2017 - August 2017. She was told that RDB was a high performing, customer-focused organization, yet she encountered a company living on past successes with weakening customer focus. The case outlines the company context, Anna's early encounters with the Belgian organization, her developing concerns and the gap between RDB's narrative of success and her own assessment of the company.

Time period

The events covered by this case took place in April 2017 – October 2019.

Geographical setting

Region:
Europe
Country:
Belgium

Featured company

Roche Holding
Employees:
51-200
Industry:
Health and medical services

About

Abstract

This is part of a case series. The Roche Diagnostics Belgium (RDB) case study consists of two parts: Part (A): 'Changing a Winning Formula?' and Part (B): Cultural and Digital transformation. The cases focus on the transformation which Anna-Maria Heuchel-Reinig initiated to turn the company into a more successful business. RDB had a strong track-record within Roche for high-performance and good market share. Anna had an equally solid reputation, having managed different businesses and country organizations within Roche over a 20-year career. The two-part case study covers the period from April 2017 until October 2019 and recounts how Anna made sense of the situation she inherited when she became the General Manager of the Belgian organisation and the actions she took to initiate a journey focused on customer centricity, cultural change and digital business transformation. Case A covers Anna's first 100 days as General Manager from April 2017 - August 2017. She was told that RDB was a high performing, customer-focused organization, yet she encountered a company living on past successes with weakening customer focus. The case outlines the company context, Anna's early encounters with the Belgian organization, her developing concerns and the gap between RDB's narrative of success and her own assessment of the company.

Settings

Time period

The events covered by this case took place in April 2017 – October 2019.

Geographical setting

Region:
Europe
Country:
Belgium

Featured company

Roche Holding
Employees:
51-200
Industry:
Health and medical services

Related