Organizing for Innovation at Glenmark (B) Harvard Case Solution & Analysis

The case tracks the journey of an Indian pharmaceutical business, Glenmark Pharmaceuticals, which had traditionally focused on generic drugs, into the field of discovery research. Several Indian companies sought to transfer into discovery research after India entered the global product patent system in 1994 together with the signing of the WTO TRIPs agreement.

The company signed out-licensing agreements for the molecules with international companies’ two agreements with U.S.-based Eli Lilly and Company and one each with U.S.-based Forest Laboratories and Germany-based Merck KGaA.The case takes students back to 2008, among the very most critical intervals in the company's evolution. Three of the four drug development projects of Glenmark have failed and the fourth is showing signs of failure.

The business stock price has plummeted along with focus on what they had always done best generics and the management is under pressure from financial analysts to drop discovery research. The case places participants in the chair of Glenmark's CEO Glenn Saldanha, who must, amid the building pressure and resource constraints on the organization develop a future plan of action for its R&D. That's the class, and also the question before Saldanha.

PUBLICATION DATE: June 30, 2013 PRODUCT #: ISB029-HCB-ENG

This is just an excerpt. This case is about INNOVATION & ENTREPRENEURSHIP

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