ELI LILLY THE EVISTA PROJECT PDF

Evista, a newly developed drug by Eli Lilly, is an estrogen replacement therapy medicine for prevention of post-menopausal osteoporosis which also appeared to lower the incidence of breast cancer in women. This FDA approved drug From a starting up company that was like dozens, maybe hundreds of other drug companies making and selling sugar-coated pills, fluid extracts, syrups and with hand work constituting the primary method of production to one of the major pharmaceutical company that dominated the industry in the world, Eli Lilly and Company The second is differentiating the company and its brand. Lilly Sr. Lilly Jr.

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Downloads: 41 Views: C — Operations Management Eli Lilly: The Evista Project Case Study — Krishna Tavvala Background: Eli Lilly is a leading pharmaceutical company specializing in treatment of diseases like the depression, schizophrenia, diabetes, infections, osteoporosis among others.

Evista, a newly developed drug by Eli Lilly, is an estrogen replacement therapy medicine for prevention of post-menopausal osteoporosis which also appeared to lower the incidence of breast cancer in women. This FDA approved drug is expected to be a potential blockbuster and generate revenue of 1 billion US dollars per year for the company. In the face of internal resistance to the heavyweight teams and shortage of resources, Wantabe now has to make a decision about adopting this new successful heavyweight team approach for commercialization of Evista as well.

Analysis: In the past several years some critical changes have been taking place in the pharmaceutical industry which included encouragement of generic prescriptions by the formularies, the exclusive listing of a single drug for a particular therapeutic prescription, enablement of bulk discount rate negotiation by health care insurers, and the minimization of the number of rugs to be put in the formularies.

These changes pressured the pharmaceutical manufacturers to reduce the price of their drugs. All these changes have resulted in reduced profits, increased costs, increased competition and higher risks for the pharmaceutical companies. Under these conditions, Eli Lilly had to improve its abilities to develop and introduce novel drugs to the market efficiently and effectively.

The traditional functional-based teams at Eli Lilly adopted slow and cautious approach for product development with no proper tracking of resources, accountability or focus. The market oriented focus of heavyweight teams also helped the company become innovative as demonstrated by labeling of Evista as a preventative medicine instead of a treatment medicine. The flip-side of adopting the heavy-weight team approach at Eli Lilly was alienation of the employees in functional teams who were not part of the heavyweight projects.

Exacerbating the problem is the shortage of skilled personnel. The acute shortage is reflected by the fact that Eli Lilly has been spending only Under these conditions, Wantabe has to address the concerns of the employees in functional teams and allocate the resources properly in the face of the challenge of maximizing the profits for the shareholders before commercializing the successful drug, Evista. Alternatives: 1. Setup a joint venture with other successful companies just for commercialization.

Collaboration with similar companies in search and development of new products and thereby decreasing the competition for resources within the company. Recommendations: To obtain a competitive advantage, through the rapidity, efficiency and maximization of the profits, Eli Lilly should adopt the heavyweight team approach for the successful commercialization of Evista. In an industry where the rate of development of a successful product is 0.

The short-term challenge the company faces is the resistance from the functional teams. The collaboration of heavyweight teams with functional teams should become a key piece policy to regulate the dynamics between the working teams within the organization. This approach will not only reduce the resource constraints but also improve the coordination between different teams within and outside the organization.

Though heavyweight teams are not necessary in each and every project, they need to be created and employed by identifying the key projects with high probability of success. Lessons learned by heavyweight teams should be shared with functional teams to achieve cost savings in all projects by every possible manner.

Key goals and objectives should be set for each project, group and group member in that order and should be evaluated frequently. Coordination between different groups should be increased by encouraging them to organize frequent meetings and sharing their project issues. How did Lily traditionally staff structure their development project teams? A los administradores de proyectos se les asignaban 4 o 5 proyectos para supervisar, con equipos funcionales tambien asignados a cuatro o cinco proyectos.

Esto parecia suponer un eficiente manejo de recursos en teoria, pero en la practica hacia que un miembro del equipo no pudiera concentrarse focalizarse en un proyecto particular de largo plazo de manera efectiva.

Ademas alguien seria llamado para combatir el fuego en un proyecto mientras a la vez era responsable por otro trabajo importante en otro proyecto. Todo ello contribuia a que la contabilidad, documentar y llevar el registro de los desempenos individuales y lo relacionado al progreso y avance del trabajo sean extremadamente dificiles de monitorear.

Un equipo heavyweight consiste en expertos especializados que son liderado por un administrador de proyecto que tiene acceso directo y responsabilidad por el trabajo de todo el equipo envuelto en el proyecto.

Caracterizar equipos heavyweights en Lilly ponia enfasis en desarrollar una solucion de sistema de un grupo de necesidades de clientes en contraste con tener grupos funcionales Sin embargo Watanabe el Vicepresidente tenia preocupaciones de como estos equipos podrian afectar y trabajar con el resto de la organizacion, particularmente con equipos integrados por gerentes seniors.

En la empresa sucedia que los miembros del equipo continuaban siendo guiados por las prioridades de sus objetivos funcionales en vez de actuar como un equipo cohesionado. Ademas existian problemas de comunicacion debido a que miembros del equipo no entendian el trabajo del otro, es decir no habia integracion, Sin embargo para Zyprexa la estructura de equipos heavyweigts significo un salto dramatico en velocidad y calidad, ya que aceleraron los tiempos, y entregables.

Para Evista, el enfoque de los equipos heavyweights permitio a Lilly recortar al menos 15 meses los procesos de desarrollo y muestras. Los equipos heavyweghts lograron optimizacion de los sistemas IT mejorando la velocidad y exactitud de la adquisicion de data de las muestras. How do you think Eli Lilly should manage the transition from Evista?

Creemos que lo deberia manejar con suma cautela, definiendo claramente los equipos, sus roles, responsabilidades, desempenos individuales, cronogramas, y sobretodo definir un canal adecuado de comunicacion y entendimiento entre los heavyweights y los gerentes senior. Creemos tambien que Lilly debe incrementar su gasto en investigacion y desarrollo acorde a las tendencias de la industria farmaceutica a la que pertenece.

Se deben establecer reuniones periodicas entre los principales directivos y los equipos heavyweights. Reuniones de avance y actas Creemos que no se deben de descuidar proyectos, y tratar de asignar adecuadamente los mejores recursos a todas las fases del producto.

Es decir no se deben dejar proyectos sin la presencia de equipos heavyweights. Al efectuar la transicion Lilly no debe olvidar que deben encontrar personal experto y capaz y mas experimentando para los proyectos principales, pero tampoco descuidar a los otros proyectos.

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Evista, a newly developed drug by Eli Lilly, is an estrogen replacement therapy medicine for prevention of post-menopausal osteoporosis which also appeared to lower the incidence of breast cancer in women. This FDA approved drug is expected to be a potential blockbuster and generate revenue of 1 billion US dollars per year for the company. In the face of internal resistance to the heavyweight teams and shortage of resources, Wantabe now has to make a decision about adopting this new successful heavyweight team approach for commercialization of Evista as well. Analysis: In the past several years some critical changes have been taking place in the pharmaceutical industry which included encouragement of generic prescriptions by the formularies, the exclusive listing of a single drug for a particular therapeutic prescription, enablement of bulk discount rate negotiation by health care insurers, and the minimization of the number of drugs to be put in the formularies. These changes pressured the pharmaceutical manufacturers to reduce the price of their drugs. All these changes have resulted in reduced profits, increased costs, increased competition and higher risks for the pharmaceutical companies. Under these conditions, Eli Lilly had to improve its abilities to develop and introduce novel drugs to the market efficiently and effectively.

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