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: 2006
Version: 21.06.2006

Abstract

When appointed Chief Executive Officer of Novo Nordisk Engineering (NNE), Hans Ole Voigt created a vision for the company: Within five years NNE should be able to build a pharmaceutical plant in less than a year. The first reactions were quite negative, most of the employees thought such a goal was totally unrealistic. Processes were re-engineered, people were coached and step by step NNE got closer to the objective. Employees became more and more energised and felt the 12 months goal was reachable. From a 30 to 36 months industry average construction time, NNE first came down to 24 then 18 and finally 11 months. By 2005 the goal was reached and the company had earned a standing reputation thanks to its accomplishments. This case provides a good opportunity to learn about speed in project management. From a supply chain perspective it shows the importance of involving external partners from clients to suppliers in successful project execution. It also helps understand that even in highly regulated industries (here the pharmaceutical industry) processes can be changed and improved. From a human resource management perspective it shows the importance both of creating energy driven employees to overcome extremely challenging projects and investing in project management training. A video is available to accompany this case.
Location:
Size:
2004 turnover USD152 million
Other setting(s):
1999-2005

About

Abstract

When appointed Chief Executive Officer of Novo Nordisk Engineering (NNE), Hans Ole Voigt created a vision for the company: Within five years NNE should be able to build a pharmaceutical plant in less than a year. The first reactions were quite negative, most of the employees thought such a goal was totally unrealistic. Processes were re-engineered, people were coached and step by step NNE got closer to the objective. Employees became more and more energised and felt the 12 months goal was reachable. From a 30 to 36 months industry average construction time, NNE first came down to 24 then 18 and finally 11 months. By 2005 the goal was reached and the company had earned a standing reputation thanks to its accomplishments. This case provides a good opportunity to learn about speed in project management. From a supply chain perspective it shows the importance of involving external partners from clients to suppliers in successful project execution. It also helps understand that even in highly regulated industries (here the pharmaceutical industry) processes can be changed and improved. From a human resource management perspective it shows the importance both of creating energy driven employees to overcome extremely challenging projects and investing in project management training. A video is available to accompany this case.

Settings

Location:
Size:
2004 turnover USD152 million
Other setting(s):
1999-2005

Related