Research Paper on:
Eli Lilly (Case Study Analysis)

Unformatted Sample Text from the Research Paper:
information discussed include facts that Gus Watanbes key role was to assume leadership of Lilly and to improve product development. According to Verlinden, it was in 1995 that Watanbe announced  the introduction of two drug candidates, one of which was Evista. The new introduction would take a different turn from what had occurred in the past as things were done  haphazardly prior to the new leadership assumed by Watanbe. Under the new approach, teams were formed. The author relays that some of the teams had an attitude that they had  "carte blanch power," but this is something that would come back to haunt them. Questions posed at the end of the case study are: "Watanbe wondered what criteria senior management  would use to decide this issue. Should the decision be based on a strategic commitment to improve Lillys development process in one fell swoop? What would be the organizational cost  of suspending or delaying other projects? How could Lilly maximize the success of Evista, given the investment already made and the desire to make it a platform product? If Lilly  adopted heavyweight teams for both development and commercialization, where would the resources come from to adequately staff and support these teams, while maintaining the viability of other projects that did  not have the benefit of being heavyweight projects?" The first query respects the fact that Watanbe wondered what criteria senior management would use to decide this issue. His concerns, as  noted in the study, went to Lillys senior management and its influence as well as the advantages and disadvantages of the team approach. One disadvantage for example, in respect  to the team approach, as noted by the case study, is alienating the rest of the company. It is true, that in this case, the team would embrace a superior