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General Management Collaborative Commercialization at Gilead Sciences: Resolving the Innovation Vs. Access TradeoffThe case deals with Gilead Sciences, a bio-pharmaceutical company with several FDA approved HIV/AIDS drugs. In 2006, the company launched the Gilead Access Program to enhance access to HIV/AIDS drugs in developing countries. In India, which also happened to be the largest producer of generic drugs, Gilead signed a voluntary licensing agreement for its drug, Viread, with 13 companies. By 2011, Mylan (previously known as Matrix Laboratories), one of the 13 Indian companies, had emerged as the leading supplier for Viread, with two-thirds of the global market. In order to accelerate its market reach, Gilead wanted to expand the scope of the agreement with four major Indian companies, including Mylan. Gregg Alton, Executive Vice President for Corporate and Medical Affairs, had to decide how he would convince his partners to come on board and how to execute the agreement.
Learn MoreLearning Objective
*To develop a framework to think through the ethical dilemmas and social issues confronting a multinational enterprise operating in diverse locations. *To consider the polarizing forces for incentivizing innovation and enhancing affordability, particularly in emerging markets. *To explore the role of collaborative commercialization where innovative firms from developed countries collaborate with productive firms in the emerging markets to deliver life-saving solutions in this case AIDS crisis.
Published: Jun 30, 2013₹399.00 -
IT Management IT-Led Business Transformation at Reliance Energy
The takeover of Bombay Suburban Electric Supply Ltd (BSES) in 2003 (eventually renamed Reliance Energy) marked the foray of Reliance Industries Ltd into the power transmission and distribution business. The power sector, plagued by bureaucratic controls and constraints on supply and demand, offered little managerial discretion to alter the traditional drivers of growth and profitability. The case illustrates how Reliance Energy leveraged technology to transform its strategy and operations in order to establish international standards of operational excellence and customer service in the Indian power sector. Students learn about the significant risks in technology-driven transformations and their critical success factors, such as complementary changes in firm structures and business processes. The case is set in 2008, when the Chief Information Officer (CIO) of Reliance Energy is found dwelling over the digital transformation of the company that has led to the decision to spin off the information technology (IT) department into a third-party technology solutions provider for the infrastructure sector. Was the digital transformation of the company a success? What were the lessons learnt from this transformation?
Learn MoreLearning Objective
This case is designed for course sessions that demonstrate how companies use technology strategically to improve their competitiveness. It requires students
- Understand the business challenges that characterize old world industries in India, and
- Assess the business equation that complements technological change in organizations to drive value. Students gain insights into complementary changes required in structure, policies, and culture to enable the successful adoption of new technologies.
Published: Jun 30, 2013₹399.00
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- Author Revati Nehru Remove This Item