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Novartis Leading A Global Enterprise Case Solution

Solution Id Length Case Author Case Publisher
1730 718 Words (4 Pages) William W. George, Krishna G. Palepu, Carin-Isabel Knoop Harvard Business School : 413096
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Novartis was found after the merger of Sandoz and Ciba-Geigy in 1996 after which different leaders took over and tried to make this Swiss-oriented company a global-oriented company, and turned it into one of the leading life sciences company. The issues that Novartis faced were finding the global leaders from the emerging markets and that some of the leaders were more dominant towards one culture and did not look beyond to seize the potential in the emerging markets.

Case Analysis for Novartis Leading A Global Enterprise Case Solution

Novartis had a great number of employees, but management believed that there was a shortage of leaders from the emerging markets. This meant that existing leaders were confined to the places they lived in and lacked a broad cultural perspective. Novartis was in search of people who were self-leaders, team-oriented and business-oriented, who are flexible and can cope up with the different roles they are moved into. However, finding self-leaders was the most difficult task. To resolve this issue, it launched an eighteen-month global program called “Lead” that aimed to hunt for talented self-leaders across the world. It gave an opportunity to the leaders to go out of their country, explore new opportunities and embrace diversity. The CEO of Novartis, Jimenez, believed that going out and working in another country gives a person an opportunity to lead themselves, encourages self-awareness and thus supports leading self. 

A new country means a new environment and new rules which can sometimes lead to the problems in adapting to the new setting. Therefore, Fish (2005) also agreed that management should hire people with personalities, learning orientation and who have an ability and willingness to learn in the new environment. Moreover, Ng, Dyne, & Ang (2009) recognised that international assignments lead to the development of global leaders. They believe that cultural intelligence is a moderator through which global leaders experience, reflect, conceptualise and experiment which eventually leads to flexibility of leadership style which is essential for organisational development. However, Wood & Wilberger (2015) argued that there is a high probability that due to different morals, behaviour and values, members of the same culture might be more committed to the organisation than the people from the outside culture.

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