Kevin Sharer at Amgen Sustaining the High Growth Company A & B Case Solution

2. Please make a SWOT analysis (Weaknesses, Threats, Strengths, Opportunities) with the minimum variables it deems appropriate, on the decision he wants to take Sharer go from being the biotechnology company based on research that was being since its foundation in 1980 to a more market-oriented pharmaceutical company. - In view of your chart, would you have made the decision for greater market orientation? - If so, what should anticipate possible critical aspects?

3. Sharer says Amgen wanted to enter because he recognized the potential of this company to help millions of people. Do you think this is your primary motivation during his tenure as CEO of Amgen? What would you say is the scale of values Sharer as chief executive of the company (please list five values in order of priority)?

There is absolutely no doubt that one of the initial attractions for Sharer while joining Amgen was the company’s contribution in the field and towards improving the quality of life; however, as he became the CEO, the humanitarian perspective took a back seat as he was more accountable for the immediate growth and development of the company and it wasn’t his primary motivation as a CEO, which is apparent from the protest against the revision of FDA guidelines.

Values shared by Sharer in order of priority include;

1. Being accountable

2. Ability of employees to grow with the firm (being highly competitive)

3. Being flexible (adaptive and resilient during times of crisis)

4. Becoming the best company in the industry

5. Creating value for the stakeholders

4. In the position of Sharer, you have made the decision to replace its 8 of 9 direct reports? Can you think of alternatives? Please explain your answer.

One possible alternative available to Sharer was to give at least 9 to 15 months to the current team of leadership so as to allow them to show their potential of growing with the firm. A thorough replacement of the top leadership team not only demotivates them but also makes the middle tier skeptical about their potential growth opportunities. Sharer learnt his lesson with time as he was given adequate time by the board of directors to replace the former CEO, similarly, Sharer could have given some time to the top team and could have also given them periodic feedback to improve themselves and rise to the need of the company. At present, he is considering the motivation of functional managers if he appoints a COO for the future replacement but at that moment when he was replacing eight leaders, he completely ignored this aspect.

5. Recalling Learning Styles Kolb, D. (Adapter, Divergent, Assimilator, Convergent) observe any developments in this regard in Sharper? Please, if so, indicate what evidence is.

Since the beginning, Sharer has been a doer rather than an observer. He enjoyed getting involved in details and giving his opinion. Over the period, as Sharer experienced different corporate environments with the unique set of values, he learnt a lot – particularly the importance of being an insider first before making considerable changes.