PC&D, Inc.

Evelyn T. Christiansen; Richard G. Hamermesh

Case | HBS Case Collection | October 1979 (Revised March 1986)

PC&D, Inc.

by Evelyn T. Christiansen and Richard G. Hamermesh

Abstract

Covers history of PC&D from 1960 to 1975 as it grows from a single business firm to a diversified firm. Emphasizes the use of subsidiaries for product development and fast growth. Other issues include problems of a new CEO in keeping control of fast growing divisions.

Keywords: Leadership; Business Subsidiaries; Diversification; Growth Management; Product Development;

Format: Print

19 pages

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Citation:

Christiansen, Evelyn T., and Richard G. Hamermesh. "PC&D, Inc." Harvard Business School Case 380-072, October 1979. (Revised March 1986.)

Precision medicine company Blueprint Medicines was building a successful track record for bringing drug therapies to market 40% faster than average. The company had spent $40 million dollars and two years building a compound library that became its drug development engine. Blueprint’s drug development strategy was twofold—it focused on creating a single drug compound for multiple disease indications, while at the same time developing drugs to track a disease through its progression. The company’s goal was to become a fully integrated biopharmaceutical company that could move from drug discovery to development to marketing. But it was increasingly challenging to prioritize and manage programs, personnel and partnerships.

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PC&D, Inc.

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PC&D, Inc.

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