Realizing the potential of a multinational, multicultural organization: Lessons learned at Merck Serono | Zendy

Schnee Elmar | Zendy

AI Assistant Blog Pricing

Home ZAIA Blog

Premium

Realizing the potential of a multinational, multicultural organization: Lessons learned at Merck Serono

Author(s) -

Schnee Elmar

Publication year - 2010

Publication title -

global business and organizational excellence

Language(s) - English

Resource type - Journals

SCImago Journal Rank - 0.227

H-Index - 16

eISSN - 1932-2062

pISSN - 1932-2054

DOI - 10.1002/joe.20354

Subject(s) - multinational corporation , task (project management) , work (physics) , public relations , political science , management , business , law , engineering , economics , mechanical engineering

When Merck Serono—formed by the 2007 union of Merck KGaA of Germany and Serono of Switzerland—embarked on a mission to become a recognized leader in the pharmaceutical field, its leaders found that they had the task of forging a unified organizational culture as well. This article details the training, communications, and leadership issues that the company's managers encountered in crafting a cohesive, high‐performing structure that attracts and retains the people needed to develop innovative products that serve consumer needs. Among the key lessons learned: never underestimate the impact of culture, invest in understanding how work actually gets done, and do not be afraid to admit mistakes. © 2010 Wiley Periodicals, Inc.

This content is not available in your region!

Continue researching here.

Having issues? You can contact us here

Accelerating Research