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  • November 2016
  • Case
  • HBS Case Collection

Transformation at Eli Lilly & Co. (A)

By: William R. Kerr and Alexis Brownell
  • Format:Print
  • | Language:English
  • | Pages:26
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Abstract

Faced with the imminent loss of 40% of its revenues due to patent expirations, pharma giant Eli Lilly sets out on a dramatic transformation process in 2009. The case considers how Lilly restructured the organization into business areas to aid better decision-making, faster innovation, and clearer customer insight; the forward guidance and minimum performance guarantees that Lilly provided to the market during the transformation; the difficult HR adjustments that were required; and how the top leadership encountered and overcame market skepticism towards the innovation-focused plan.

Keywords

Eli Lilly; Restructuring; R&D; Transformation; Organizational Change and Adaptation; Organizational Structure; Pharmaceutical Industry; Indianapolis

Citation

Kerr, William R., and Alexis Brownell. "Transformation at Eli Lilly & Co. (A)." Harvard Business School Case 817-070, November 2016.
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About The Author

William R. Kerr

Entrepreneurial Management
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Related Work

    • August 2017
    • Faculty Research

    Transformation at Eli Lilly & Co. (A), (B), & (C)

    By: William R. Kerr and Alexis Brownell
    • June 2017
    • Faculty Research

    Transformation at Eli Lilly & Co. (B)

    By: William R. Kerr and Alexis Brownell
    • June 2017
    • Faculty Research

    Transformation at Eli Lilly & Co. (C)

    By: William R. Kerr and Alexis Brownell
Related Work
  • Transformation at Eli Lilly & Co. (A), (B), & (C) By: William R. Kerr and Alexis Brownell
  • Transformation at Eli Lilly & Co. (B) By: William R. Kerr and Alexis Brownell
  • Transformation at Eli Lilly & Co. (C) By: William R. Kerr and Alexis Brownell
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