In late 2010, Jean-Paul Clozel, Director General of the Swiss biotech company Actelion Pharmaceuticals, looks back on a successful decade. Small company that he started with a few of his fellow scientists in the late 1990s to open a new medicine research and organization has grown into one of the largest biotechnology companies in Europe by revenue. Their success has been based largely on their orphan drug designation Tracleer, Actelion is sold and marketed worldwide. However, the impending patent expiry Tracleer in a few years, and the latest late-stage pipeline failures put the company under pressure from investors. While Clozel was confident in their ability to secure the future of drugs that could further growing sources of income, he was wondering how to keep its entrepreneurial culture, which he saw as a necessary condition for this - in particular, their lean hierarchy and freedom of researchers to follow innovations, where he led them -. in the company of more than 2,400 people, will continue to grow "Hide
by Gary P. Pisano, Daniela Beyersdorfer, Ruth Dittrich Source: Harvard Business School 21 pages. Publication Date: March 21, 2011. Prod. #: 611065-PDF-ENG
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