In late 2015, CEO Vince Forlenza was reviewing Becton Dickinson's transformation efforts designed to enable the company to innovate and grow in a changing environment. Becton Dickinson had been a successful medical device company for over 100 years. In recent years, cost pressures were causing its major customers to consolidate, and also to rethink their purchasing practices-moving from looking for products to looking for cost-effective solutions that added value and improved patient outcomes. These market forces caused Becton Dickinson to try to adapt to remain successful. In 2009, the company used the Growth and Innovation Profiling process to determine what barriers were preventing the company from achieving its strategic objectives. The result showed that the company needed to make changes in the areas of capabilities, coordination, and culture. Forlenza then led a transformation effort consisting of numerous initiative to overcome these barriers. Despite significant progress over the next few years, by 2013 Forlenza and his team became convinced that these changes alone would not be enough to enable Becton Dickinson to transform into a solutions company and achieve sufficient growth to remain relevant. In early 2015, Becton Dickinson acquired CareFusion, an acquisition 25-times larger than any of its previous acquisitions, and set out to create a new, integrated company made up of the best of both. By late that year, with the integration well underway, Forlenza was asking himself how successful the transformation had been and what he should do next to continue the journey.

【書誌情報】

ページ数：22ページ

サイズ：A4

商品番号：HBSP-717419

発行日：2017/6/19

登録日：2017/10/12