2011 Development Globalization Pharmaceuticals 
Michael Lee Stallard
SEPTEMBER 16, 2015
Pfizer, the multinational pharmaceutical giant, has become increasingly intentional about shaping its culture. You can see evidence of Pfizer’s commitment in Ian Read’s letter to stakeholders the year after he became CEO: In 2011, we thoroughly explored what our culture is and how it needs to evolve.
Coaching Tip
MARCH 15, 2011
Transforming time from an adversary into an ally has helped me develop the positive mindset to be able to dust myself off from my own early business failures and build my company, Weatherchem, into the leader in my industry. . Bottom line, the American economy is multi-faceted, robust and resilient.
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Harvard Business Review
MARCH 2, 2012
As global companies focus their strategies on developed and emerging markets, they require substantial cadres of leaders capable of operating effectively anywhere in the world. American companies and academic institutions possess unique competitive advantages in developing these global leaders.
Strategy Driven
JULY 13, 2011
Medium-term value drivers look forward to indicate whether a company can maintain and improve its revenue growth and ROIC over the next one to five years (or longer for companies, such as pharmaceutical manufacturers, that have long product cycles). Copyright (c) 2011. Copyright 2007-2011 by StrategyDriven, Inc.
Harvard Business Review
SEPTEMBER 14, 2011
We recently visited the brand-new R&D lab of Dr Reddy's , one of India's leading pharmaceutical firms. In 2008, Dr Reddy's acquired Chirotech, Dow Chemical's R&D unit, for $32 million, and in April 2011 relocated it to a new 33,000 sq. This lab isn't located in Bangalore or Hyderabad (where Dr Reddy's is headquartered) but in.
Harvard Business Review
DECEMBER 12, 2012
We recently released the DHL Global Connectedness Index 2012 , which tracks the depth and breadth of trade, capital, information, and people flows across 140 countries that account for 99% of the world's GDP and 95% of its population. Countries' levels of global connectedness are impacted both by their domestic and their foreign policies.
Harvard Business Review
MARCH 2, 2011
The days when you could make a living responding to companies' discovery of strategy, as in "Gosh, we gotta get ourselves one of those," are gone with the 1970s (or maybe the 1990s in the "developing world"). Strategy has triumphed, the installed base is huge, no self-respecting company would be without one. Monitor & Co.,
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