Making

Local
Knowledge
Global Presented by
Githin Joseph 73
Nitya Kashyap 80
Josmy Jacob 79
 Key Points
• Founded in 1981 by three doctors and an

M.B.A

• $1 billion in the early 1990

THE CASE • Decentralized structure

• 60 offices in two dozen countries

• New decision makers on prescribing drugs

• Medication-approval committees
 David Martin
Chief Operating Officer
François Dupuis Jorge Quesada
Chief sales executive Spanish
France. operations

Elaine Rosen Rebecca Woo

Lead sales exec British VP sales North
operations America.

Ulf Olsson
Sales manager
Sweden
 • I N T E R N AT I O N A L S WAT
TSales,Marketing
Best EAM and Technical employees to
assemble expertise on team selling

• C O M P E N S AT I O N
Commentary STR
Change U C T UofRsalesforce
structure E to reflect

Louise Goeser regional and company performance

VP of corporate quality
Whirlpool Corporation
• G LO B A L S T R AT E G Y
Lexington needs a global strategy to reflect
present market place
 Comparison with Whirlpool
Corporation

Knowledge Sharing Global Team and

Council
 INFORMATION ECOLOGY
Thomas H. Davenport
POLITICS C U LT U R E A N D B E H AV I O R
The political model that The culture of the company will be
company needs to adopt is focussed on learning and on leveraging
federalism. knowledge.

S U P P O RT T E C H N O LO G Y
S TR
The UCTUR
company E to appoint
needs The technology employed
information coordinators who could be either Lotus Notes
will function as information or an internal Web site.
reporters and editors.
Barry KNOWLEDGE SHARING
The company must focus on knowledge

Harrington sharing and not on information acquiring.

I N S TA L L I N F O R M AT I O N
S Y S T E M L I K E B R AVA
The system contains two main elements like
knowledge relevant to business and list of
experienced people in the company.

STRENGTHEN LEADERSHIP
Roles should be clearly defined as it will
help to strengthen leadership.
Case
MEETINGS FEEDBACK
Commentary: • To understand issues • Feedback to Martin by
• Analyze past business respecting
George & process confidentiality of
• Developing multiple discussions
Goldsmith - perspectives

Help from MEETINGS - DELIVERY

SALES OF GOALS
organizational EXECUTIVES • Assess effectiveness of
meetings
psychologist
• Summarize emotional state
of organization • Determine ways to
• Create shared contribute to
understanding of short term customer's
results positive experience
• Initiatives to achieve goals
 REVAMP-APPROACH & STRUCTURE
• Improved IT system
• Change in way of working and approach to
international marketing

Case TRANSNATIONAL MODEL

Commentary: • Combines global efficiencies with local sensitivity

• Creating interdependent, collaborative and responsive

G. Kelly O’dea - network of global teams

• Horizontal approach

Transnational • Designating teams to manage business and brands

MARTIN AS A LEADER
model • Identify best people and craft new vision & way of working
• Salesforce reorganized around products and brands
• Sharing of information & providing assistance across borders
• Encouragement by incentives
• Central team - Resource for local teams, Develop product specific
expertise assist teams in selling, share information