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

In the CEO Afterlife

JUNE 19, 2011

by John • June 19, 2011 • Life , Marketing , Strategy • 1 Comment. We operate by the mantra of “use it or you lose it.” As a young Brand Manager, I pounced on consumer insecurities, pumping products that solved bad breath, armpit odor, yellow teeth and bad skin. So do pharmaceutical giants Eli Lilly and Pfizer.

Advice 147

Advice Marketing Marketing Strategy Brand 147

Strategy Driven

JULY 13, 2011

While you can find numerous books focused on the topic of corporate finance, few offer the type of information managers need to help them make important decisions day in and day out. Examines ways to maintain and grow value through mergers, acquisitions, and portfolio management.

ROIC 62

ROIC Balanced Scorecard Metrics McKinsey 62

Harvard Business Review

MARCH 2, 2011

Marakon , which put value-based management at the core of its strategy concentration, is essentially defunct. McKinsey teams are beavering away in places like the United Arab Emirates and the 'Stans — Turkmenistan, say, or Tajikistan — but they're as likely to be doing operations projects as pure strategy work.

Consultative 15

Consultative Strategy McKinsey Porter 15

Harvard Business Review

SEPTEMBER 11, 2014

Finally, industries in the upper-right quadrant — such as software, pharmaceuticals, and medical equipment — face high uncertainty in both demand and technology. In our new book, The Innovator’s Method , we show how managers can adapt these tools, in an end-to-end process, for managing innovation.

Uncertainty 22

Uncertainty Industry Bottom-up Technology 22

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. We call this measure the ‘coherence premium.’

Resources 52

Resources Industry System Strategy 52

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. economy, expands America's global trade, and attracts foreign companies to base operations in the U.S.

Competitive Advantage 12

Competitive Advantage Globalization Development Intellectual Capital 12