Case | HBS Case Collection | February 1998 (Revised November 1998)

Novartis (A): Being a Global Leader

by Srikant M. Datar and Carin-Isabel Knoop

Abstract

For the Novartis leaders, the decision to "use stretch budgets again next year" highlights the tension between candor and empowerment and command-and-control, between the new and the old, between high performance and business as usual, between Ciba and Sandoz. Management must decide what kind of company and culture they want to build.

Keywords: Goals and Objectives; Leading Change; Organizational Culture; Performance; Budgets and Budgeting;

Citation:

Datar, Srikant M., and Carin-Isabel Knoop. "Novartis (A): Being a Global Leader." Harvard Business School Case 198-041, February 1998. (Revised November 1998.)