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.

Ethics 150

Ethics Pharmaceuticals Globalization Commitment 150

Strategy Driven

JULY 13, 2011

Operating-cost productivity metrics might include the component costs for building an automobile or delivering a package, the rates of rework, and so forth. Pharmaceutical companies have long needed deep scientific-innovation leadership capabilities but relatively few general managers. Copyright (c) 2011. About the Authors.

ROIC 62

ROIC Balanced Scorecard Metrics McKinsey 62

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.

Competitive Advantage 13

Competitive Advantage Globalization Development Intellectual Capital 13

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. Tata Motors appointed Tim Leverthon, who previously led R&D at BMW, as head of its global R&D.

Globalization 9

Globalization Innovation Decentralization Chemicals 9

Harvard Business Review

MARCH 2, 2011

Meanwhile behemoths such as McKinsey and BCG, to maintain their above-industry-average growth rates and keep their global office networks humming, have broadened what they do and moved down the food chain. The most intense competition between consulting firms is for "whale" engagements.

Consultative 15

Consultative Strategy McKinsey Porter 15

Strategy Driven

MARCH 18, 2011

To demonstrate it, we’ve examined a number of industries and mapped the level of capabilities coherence in the portfolio of each of the major players against their operating margins over the past five years. Companies today operate in a business environment that encourages incoherence. Copyright 2007-2011 by StrategyDriven, Inc.

Resources 51

Resources Industry System Strategy 51

Harvard Business Review

FEBRUARY 24, 2015

The first category is exogenous factors over which the business has little control: the growth of the markets into which it sells; the competitive intensity and thus the average profitability of the industry in which it operates; or the fragmentation of its industry and thus the scope for a growth-by-acquisition approach.

Chemicals 8

Chemicals How To Kahneman Reputation 8