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• Case | HBS Case Collection | 2013 (Revised from original 2013 version)

  Omar Ishrak: Building Medtronic Globally

  Bill George and Natalie Kindred

  Omar Ishrak, Medtronic's first non-American CEO, aims to reinvigorate the medical device maker's growth by focusing on emerging markets, therapy innovation, and creative business models. In 2012, budget constraints in mature economies, the lack of new medical therapies coming to market, and the decline in growth of Medtronic's core businesses has reduced the company's once dynamic growth close to zero. As the newly appointed CEO, Ishrak faces the formidable challenge of restoring the company's growth. In his first 18 months as CEO, he has laid the groundwork for future growth by ramping up R&D investment in breakthrough therapy innovations. To bolster Medtronic's near-term prospects, he has supported creative product and business model innovations aimed at overcoming adoption barriers in emerging economies. Ishrak restructured his executive team and their responsibilities: the heads of Medtronic's global operating regions and major countries, who previously reported to the head of international, now report directly to the CEO, putting seven non-Americans on the executive committee. In another important milestone, Medtronic acquired a Chinese orthopedics company, which became its first fully integrated business unit outside the U.S. Ishrak is trying to decide whether these steps are sufficient to transform Medtronic from a multinational into a truly global company and restore its growth.

  Keywords: healthcare; medical devices; Medtronic; globalization; leadership; emerging markets; innovation; reverse innovation;

  Citation:

  George, Bill, and Natalie Kindred. "Omar Ishrak: Building Medtronic Globally." Harvard Business School Case 413-065, May 2013. (Revised from original March 2013 version.)

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• Teaching Plan | HBS Case Collection | 2013 (Revised from original 2012 version)

  McKesson (TP)

  Regina E. Herzlinger and Natalie Kindred

  Citation:

  Herzlinger, Regina E., and Natalie Kindred. "McKesson (TP)." Harvard Business School Teaching Plan 312-121, April 2013. (Revised from original May 2012 version.)

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• Case | HBS Case Collection | 2013 (Revised from original 2012 version)

  Greencore

  David E. Bell and Natalie Kindred

  Patrick Coveney, CEO of Greencore, one of the top producers of private label prepared foods sold through UK grocery retailers, was assessing Greencore's growth options. Growth potential was limited in the UK, a mature market in which retailers were unlikely to grant much greater market share to Greencore or any of its competitors. In the U.S., where Greencore had struggled to gain traction since its initial entry in 2008, the market for fresh, chilled prepared foods was far less developed. Can Greencore translate its success in the UK to the U.S.? Should Coveney focus on developing the U.S. market or on maximizing Greencore's position in the UK?

  Keywords: Agribusiness; Agriculture and Agribusiness Industry; United Kingdom; United States;

  Citation:

  Bell, David E., and Natalie Kindred. "Greencore." Harvard Business School Case 513-052, April 2013. (Revised from original December 2012 version.)

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