Posted: September 16th, 2015

Business Innovation

Business Innovation

Think about broader issues raised by the Eli Lilly and Co. case (Innovation in Diabetes Care) and in the Exubera Mini-case. Eli Lilly and Pfizer are two leading pharmaceutical companies that spent enormous capital and organizational energy on developing potentially exciting and innovative products that their customers ultimately did not want or could not get appropriately reimbursed. Both failures were quite remarkable with Eli Lilly and Pfizer banking huge losses and taking strong hit to their market share and reputation (especially Pfizer).

So, what when wrong and why? How could two worldwide pharmaceutical industry leaders Eli Lilly and Pfizer with vast resources and expertise in the field make such massive miscalculations of the market’s demand for Humilin and Exubera? How can big established organizations do a better job in avoiding such kinds of issues? Please do not just repeat the case and mini-case discussions of the week, but move onto how these problems can be addressed in other large successful professionalized organizations, especially, but not limited to, big Pharma. Be prepared to focus on both substantive (e.g. methods of better understanding the shifting basis of competition and other broader factors in an industry such as emerging new technologies, business models, and “arenas” of opportunity a la McGrath, 2013) and organizational factors (e.g. how companies structure, manage, and incentivize their efforts).

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