BOEHRINGER

INGELHEIM : LEADING
INNOVATION

Section 1 Group 10
Jeet Tanna - DM22124
Kartik Chopra - DM22125
Nandhini Ananthakrishnan - DM22137
Pavan Maru - DM22145
Shantanu Gandhi - DM22165
Shloka Choudhary - DM22167
Vishalakshi Kavitake - DM22183
Raghav Kothari - DM22192
Company Overview
Since its founding in 1885, Boehringer Ingelheim (BI) has been a family-owned
business.
Albert Boehringer established the company in Ingelheim, Germany.
With net sales of 19.6 billion euros in 2020, BI is one of the top 20 pharmaceutical
firms. There are three business areas: human pharmaceutical, animal health, and
biopharmaceutical contract manufacturing.
In the realm of human pharma, Boehringer Ingelheim is involved in the investigation of
cardiometabolic illnesses, cancer, respiratory diseases, immunology, central nervous
system diseases, and retinal health.
In 2020, the firm spent over 3.7 billion euros on research and development globally,
with R&D costs on human pharma alone representing 22.8 percent of net sales in this
sector.
How should Klaschka
change the DNA of BI?
Boehringer Ingelheim (BI) is a family-owned worldwide firm
founded in 1885 in Germany, which means that the company's
principles and culture are deeply ingrained. Klaschka has a
significant task in changing culture through DNA modifications.
Changes to BI's DNA are required to make it a more inventive
global business that is independent of other parties, notably in
R&D processes with a larger worldwide market. Modifications in
consumer behavior in drug use with increased self-medication are
another reason Klaschka recommended DNA changes in BI.
MINDSET CULTURAL BEHAVIOURAL
BI Mindset Shifting Employees that are prepared to confront the future with a new
paradigm and beyond
Established and effective remote working for improving employee motivation,
productivity, and retention.
Provide a secure place for employees to discuss problems of common interest and
identify mentors to assist with problem-solving. It has the potential to break down
vertical and horizontal boundaries in BI, resulting in grassroots transformation.
Created a measure for measuring employee behavior change
Team success criteria that are statistically significant have been identified.
Sponsorship with no prejudice has been validated.
Globally, Organizational Network Analysis (ONA) has been embraced for
organizational engagement.
Change the organizational culture in areas such as talent management and
organizational growth.
Leadership thought has changed as a result of the changing business culture.
CHANGE OF R&D AND INNOVATION
SYSTEM OF BI
Building sustainable innovation in BI, outside the bounds of the
firm, now or in the past.
BI is institutionalizing innovation management processes and
systems through a more organized method of generating
innovation ideas from workers, as well as providing excellent
feedback to employees, such as a defined timeframe for employee
idea follow-up.
Development of incentive programs for employees that give
strong organizational and innovative ideas to help organizations
and businesses grow.
Integrate ideas for innovation not only from one or two
individuals or departments, or not just from the R&D
department, but also from other departments in BI.
HUMAN RESOURCE DEVELOPMENT FOR
CREATING THE FUTURE LEADER OF BI
Building an Intrapreneurship School for BI Employees, and any employee may enroll.
Employees were encouraged to participate in mid-career training courses. Following the online
executive MBA and management dual-degree program at Colorado Technical University, for
example, courses in leadership, strategy, and innovation at the Massachusetts Institute of
Technology in the United States are available.
Create policies that allow employees to be entrepreneurial and systematically innovate in their
careers.
Allow workers to develop disruptive innovation ideas and give more risky growth ideas a chance
(rebrand, refine)
Developing an "Intrapreneurship experience" in lieu of classroom learning
On the basis of merit, talent was self-identified (bottom-up)
Make use of your alumni network to become a committed change agent "force."
Mentoring that is built-in generates a positive loop (alumni, recruits)
Executive presentations to validate strategy alignment
 What did Klaschka do to be innovative??

Internal External
Cultivate Leadership skills Network is the Networth

Connecting with expertise
Klaschka was building his strengths

through enrolling himself for MBA Experimenting

course and building his leadership Klaschka experimented within his
skills. department regarding his idea on remote
He is always eager to accept new working
challenges and ideas

Collaborate
Source of managerial talent
How do
Klaschka’s actions
relate to his
development as an Established a metrics for
employee behavior change
Established remote working

innovative leader?
Identified statistical Examined the affinity groups
significant success criteria from a different perspective

Changed the Organization network analysis

organizational culture it (ONA)
How do Klaschka’s Structured and Institutionalized Innovation
actions relate to his Culture framework of Innovation
School for Intrapeneurship
development as an Business Resource Groups (BRGs)
Flexible working system
innovative leader
Innovation Culture
Modern Organization
New Mindset : innovation s a sustainable and for the
long haul

Actions
Develop framework
Design metrics
Change the DNA
Stephan Klaschka as Innovators
As individual, Klaschka honed his discovery skills as an innovator by doing activities

Associating Questioning Observing

Experimenting Networking
What metrics should Klaschka choose to measure his own performance as headd of
innovation??

Key Input Key Output

The most common measures among
Fortune 1000 companies that have
innovation metrics, for example, are:
Annual R&D
spending as a process (BI matrix organizational) –
percentage of total sales
The number of patents that
were filed in the previous year
% employees who involved in school Number of innovations that significantly
for intrapreneurs (SFI) advance existing business
Existence of formal structures and Number of project funded
Innovation Process metrics
Lead and Lean matrix Leadership metrics
Number of new competencies
(distinctive skills and knowledge
domains that spawn innovation)

Total R&D headcount or budget ·% of clinical trials ·% of product regulatory approval

as a percentage of sales
The number of active projects
Number of new ideas generated
in innovation ·Actual vs targeted
Break-Even Time
by employees
% of sales generated from
products introduced in the past
X years
·% of patients participating in clinical
trials
·Customer feedback
·% of capital invested
activities
·% of “outside” vs “inside” input to the
innovation process (open innovation)
·Number of new products, services, and
business launched in new market
received
·Customer metrics satisfaction
(BET)
·% Revenue/profit from product
introduces in the past certain years
·Royalty and licensing income from
patents/Intellectual property

Developing a Framework for Innovation at BI

The 3P Framework at BI
People Process Philosophies

Creative leadership Employees can BI should shift its

by Stephan Klaschka become self-starters focus from
when it comes to organisational to
Talent identification developing ideas for individual innovation,
and acquisition by the new business projects putting the individual
HR department thanks to BI at the centre of the
management. company's innovation
School for efforts.
Intrapreneurs
BI Innovation Business Resource Group (BRG) Framework

Klaschka is empowering the

company's affinity groups
People Organisation (Employee Resource Groups
– ERGs) to effect change at
the grassroots level while also
connecting them with BI's
Strategy
strategic needs.
The framework for ERGs
clearly definable goals linked
Metrics & Rewards Processes to BI's growth strategy was
recognised as Business
Resource Groups (BRGs).
Thank You