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Article
Publication date: 1 September 2006

Gary Stach

Eli Lilly's director of alliance management tells how the company has learned to make a success of its partnership strategy.

Abstract

Purpose

Eli Lilly's director of alliance management tells how the company has learned to make a success of its partnership strategy.

Design/methodology/approach

The author describes best practices and key principles.

Findings

The Lilly process has proven successful – of the last six products the firm has launched, four are promoted with a partner.

Practical implications

Lilly has developed a “three‐dimensional fit” analysis that helps the firm identify elements of strategic fit, cultural fit and operational fit between Lilly and a partner company.

Originality/value

Lilly describes how the elements of their alliance program increase the likelihood of success for individual partnerships and how a continuous learning process contributes to the success of future alliances.

Details

Strategy & Leadership, vol. 34 no. 5
Type: Research Article
ISSN: 1087-8572

Keywords

Content available
Article
Publication date: 1 September 2006

Robert M. Randall

Abstract

Details

Strategy & Leadership, vol. 34 no. 5
Type: Research Article
ISSN: 1087-8572

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Article
Publication date: 23 January 2007

The paper aims to review the latest management developments across the globe and pinpoints practical implications from cutting‐edge research and case studies.

Abstract

Purpose

The paper aims to review the latest management developments across the globe and pinpoints practical implications from cutting‐edge research and case studies.

Design/methodology/approach

This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context.

Findings

Eli Lilly and Company is a global pharmaceutical company and one of the world's largest corporations. Following a major strategic review during the 1990s, Eli senior executives chose to focus on developing strong organic growth rather than expanding through mergers and acquisitions.

Practical implications

The paper provides strategic insights and practical thinking that have influenced some of the world's leading organizations.

Originality/value

The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy‐to‐digest format.

Details

Strategic Direction, vol. 23 no. 2
Type: Research Article
ISSN: 0258-0543

Keywords

Content available
Article
Publication date: 1 September 2006

Catherine Gorrell

Abstract

Details

Strategy & Leadership, vol. 34 no. 5
Type: Research Article
ISSN: 1087-8572

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