Information for Decision Making, Business Analysis and Performance Measurement

The newly appointed director of Innovation Management & Strategy at Boehringer Ingelheim, a German-based multinational pharmaceutical company, is finding his way forward in his firm’s new, first-of-its-kind role, which is central to the company’s growth rejuvenation strategy. His job has a threefold mandate: to build internal networks, to establish internal structures and to leverage internal ideas. His biggest challenge, however, may be transforming the organization’s DNA. The blockbuster business model that has characterized the company for decades is no longer appropriate. Instead, the firm needs to develop healthcare products available to end users over the counter. This shift in strategy requires innovative changes in distribution, delivery and customer focus. To accomplish this goal, he needs to institutionalize innovation so that it becomes sustainable. But in doing so, he must also identify the metrics for assessing progress. The case provides an opportunity for students to step into the shoes of an innovation leader, to develop an innovation roadmap for the organization in the face of uncertainty and to understand how to engage in innovation leadership at various levels of a global enterprise.

Read the case and answer the following questions:

1) How should Klascka change the DNA of BI?

2) How should Klaschka develop a framework for innovation and institutionalize it at BI?

3) What metrics should Klashka choose to measure his own performance as head of innovation?

4) What metrics should Klaschka choose to measure the effectiveness of innovation at BI?

APA 4 to 5 pages, excluding cover and reference pages. With minimum three references.

boehringer_ingelheim