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Published by: Institute for Management Development (IMD)
Originally published in: 2020
Version: 09.04.2020
Revision date: 04-Sep-2020
Length: 6 pages
Data source: Field research

Abstract

This is part of a case series. As CDO, Bertrand Bodson needed to get Novartis digitally ready so that it could realize its goal of becoming a leading medicines company powered by data and digital technologies. He had set strategical digital priorities for the company, but he also knew a company-wide digital transformation would be impossible without a concomitant cultural change. What culture should Novartis foster so that it could adapt and thrive? What cultural changes would Novartis need to make to stay relevant and make its desired transformation a success? (This case contains the reveal for Part A; reveal for this case is contained in Part C.)

Time period

The events covered by this case took place in 2018-2019.

Geographical setting

Region:
Europe
Country:
Switzerland

Featured company

Novartis
Employees:
10000+
Turnover:
USD 47 billion

About

Abstract

This is part of a case series. As CDO, Bertrand Bodson needed to get Novartis digitally ready so that it could realize its goal of becoming a leading medicines company powered by data and digital technologies. He had set strategical digital priorities for the company, but he also knew a company-wide digital transformation would be impossible without a concomitant cultural change. What culture should Novartis foster so that it could adapt and thrive? What cultural changes would Novartis need to make to stay relevant and make its desired transformation a success? (This case contains the reveal for Part A; reveal for this case is contained in Part C.)

Settings

Time period

The events covered by this case took place in 2018-2019.

Geographical setting

Region:
Europe
Country:
Switzerland

Featured company

Novartis
Employees:
10000+
Turnover:
USD 47 billion

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