Subject category:
Strategy and General Management
Published by:
International Institute for Management Development (IMD)
Version: 09.04.2020
Revision date: 04-Sep-2020
Length: 10 pages
Data source: Field research
Abstract
This is part of a case series. In 2018, Novartis set the ambition to become a leading medicines company powered by data and digital technologies. To realize this goal, the newly appointed Chief Executive Officer (CEO), Vasant Narasimhan, set Data and Digital Leadership as one of Novartis' five strategic priorities. As part of the new digital strategy, Bertrand Bodson, known for turning Argos from a traditional catalogue retailer to one of the third largest online retailers in the UK, was hired as its new Chief Digital Officer (CDO). Bodson arrived on the pharmaceuticals scene in the midst of exciting but also challenging times: science, technology and data were converging, progressing by leap and bounds and presenting new breakthrough opportunities. At the same time, the pharmaceutical industry was evolving, and both competitors and other players in the ecosystem were getting more sophisticated. Bodson needed to act quickly. Pharma was being disrupted and he needed to align the organization and capture the new opportunities. How could he get Novartis digitally ready?
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. In 2018, Novartis set the ambition to become a leading medicines company powered by data and digital technologies. To realize this goal, the newly appointed Chief Executive Officer (CEO), Vasant Narasimhan, set Data and Digital Leadership as one of Novartis' five strategic priorities. As part of the new digital strategy, Bertrand Bodson, known for turning Argos from a traditional catalogue retailer to one of the third largest online retailers in the UK, was hired as its new Chief Digital Officer (CDO). Bodson arrived on the pharmaceuticals scene in the midst of exciting but also challenging times: science, technology and data were converging, progressing by leap and bounds and presenting new breakthrough opportunities. At the same time, the pharmaceutical industry was evolving, and both competitors and other players in the ecosystem were getting more sophisticated. Bodson needed to act quickly. Pharma was being disrupted and he needed to align the organization and capture the new opportunities. How could he get Novartis digitally ready?
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