Pfizer Inc., the largest research-based drug company in the world, was faced with multiple challenges, including fierce court battles with generic drug companies over the patents of Lipitor, reduced productivity from research and development, and a changing external health care environment globally, with growing importance of emerging markets. These challenges were set within a business environment characterized by multi-level change and uncertainty.The case dwells on the newly appointed chief executive officer’s strategy in transforming a giant pharmaceutical organization by changing its business model, strategy, and structure to foster organic growth and explore external opportunities. Did Pfizer need more change or was it merely a matter of time before the new strategy generated results?
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