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Case 14 Novo Nordisk

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Discussion and Background of Novo Nordisk

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Case 14 Novo Nordisk

  1. 1. Case 14: Novo Nordisk Leadership & Organizational Behavior Leadership & Organizational Behaiviour 1
  2. 2. Group 5 Dennis 1340001521 Ariawan Herwiandito 1340001950 Samuel Budi Setiawan 1340002045 Alexander Zulkarnain 1340002070 Herbert Ng 1340002165 Leadership & Organizational Behaiviour 2
  3. 3. Novo Nordisk Novo Nordisk manufactures and markets pharmaceutical products and services and was created in 1989 through a merger of two Danish companies dating back to the 1920s. It produces, in particular, diabetes care equipment and medications. Novo Nordisk is also involved with haemostasis management, growth hormone therapy and hormone replacement therapy Novo Nordisk is one of the world’s leading producers of insulin. Novo Nordisk Notable Brands – Levemir – NovoRapids – Flexpen Leadership & Organizational Behaiviour 3
  4. 4. Novo Nordisk Novo Nordisk, headquartered in Denmark, is a company whose concerns run beyond the financial bottom line. Novo Nordisk not only manufactures and markets pharmaceutical products and services. They also realizes that responsible business is a good business. Leadership & Organizational Behaiviour 4
  5. 5. Novo Nordisk’s Triple Bottom Line Leadership & Organizational Behaiviour 5
  6. 6. Triple Bottom Line • A triple bottom line measures • the company's economic value, • "people account" – which measures the company's degree of social responsibility and • the company's "planet account" – which measures the company's environmental responsibility. companies should prepare three bottom lines – the triple bottom line – instead of focusing solely on its finances, thereby giving consideration to the company's social, economic and environmental impact. Also called "TBL," "3BL," "People, Planet, Profit" and "The Three Pillars." Leadership & Organizational Behaiviour 6
  7. 7. • It aims to achieve a 10% reduction in the company’s CO2 emissions by 2014. • In 2009, the company announced that it had already reduced CO2 emissions by 9% and water consumption buy 17%, even as production and sales increased. Leadership & Organizational Behaiviour 7
  8. 8. Novo Nordisk also considers the people who rely on the company’s products and its employees, as well as the impact of their business on company. Corporate sustainability is an ethos clearly practiced by Novo Nordisk, and the company believes that it drives their success in business. Leadership & Organizational Behaiviour 8
  9. 9. Balanced Scorecard Leadership & Organizational Behaiviour 9
  10. 10. • The balanced scorecard is a strategic planning and management system that is used extensively in business and industry, government, and nonprofit organizations worldwide to align business activities to the vision and strategy of the organization, improve internal and external communications, and monitor organization performance against strategic goals. Leadership & Organizational Behaiviour 10
  11. 11. Novo Nordisk and Balanced Scorecard Novo Nordisk also adopted the Balanced Scorecard as the company wide management tool for measuring its progress. As part of their payment package, individuals are rewarded for performance that meets or exceeds the financial and non-financial targets in the Balanced Scorecard. Leadership & Organizational Behaiviour 11
  12. 12. • Financial performance is guided by a set of four long term targets focusing on • growth, • profitability, • financial return and • Cash generation Leadership & Organizational Behaiviour 12
  13. 13. • Non financial performance targets include – Job creation – Ability to manage environmental impact – Optimize resource efficiency – Social impacts related to employees, patients, and communities Leadership & Organizational Behaiviour 13
  14. 14. Question & Answer Leadership & Organizational Behaiviour 14

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