Innovative Models for Steering Organisations: A Systemic Approach Within the Pharmaceutical Industry

Markus Schwaninger () and Matej Janovjak ()
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Markus Schwaninger: Management at The University of St.
Matej Janovjak: Management at The University of St.

A chapter in Management Models for the Future, 2009, pp 1-20 from Springer

Abstract: Abstract The purpose of this chapter is to draw some lessons from an experience with the creation and implementation of innovative management models. The case in point is Cilag AG, one of the leading Swiss firms in the pharmaceutical industry. The demand for new and better management support has led to an organisational process whose emergence has been brought about with the help of management models at different levels of the business. These range from generic frameworks to detailed simulation models. We are focusing on core components of the Company Management Model. First, the Credo and Standards of Leadership, which provide the normative basis for corporate activities. Second, the Business Model, which includes a business simulation model with front-end cockpits for managers. Third, the Organisational Model, which contains the architecture for an overarching process-oriented design of the organisation. Finally, the Process & Product Model, which delivers maps and instruments as tools for management; quality, compliance and risk management in particular. The models have been created with a high level of participation from people throughout the organisation, under the leadership of the unit of Strategic Process Management & Methods (SPMM), which fulfils the role of an innovative turnplate and catalyst. The results of this approach are so remarkable that the managers are asking for more.

Keywords: Model-based management; systemic management model; business model; organisational model; organisation design; management of complexity; System Dynamics (search for similar items in EconPapers)
Date: 2009
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Persistent link: https://EconPapers.repec.org/RePEc:spr:sprchp:978-3-540-71451-4_2

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DOI: 10.1007/978-3-540-71451-4_2

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