Biotech Leadership Competencies Table (completed as part of the Job Announcement group project) Biotech has identified the following four core values: Customer-centricity, Innovation, Knowledge, Sustainability* *Biotech defines sustainability “both for profit and planet”. In order to complete the job announcement, your group must identify the leadership competencies that are aligned with each of these four core values. Here are two examples of how other companies do this. SmithKline Beecham (SKB) has identified leadership competencies aligned with its core values of Performance and People: SKB Core Value Leadership Competencies Performance · Establish plans · Manage execution · Influence others · Drive for results People · Foster enthusiasm and teamwork · Reward and celebrate teamwork · Attract and develop talent · Build relationships Source:  Manzi, L., & Abramson, J. (1999). SmithKline Beechum. In D. Giber, L. Carter & M. Goldsmith (Eds.), Linkage Inc.’s best practices in leadership development handbook (pp. 397-424). Lexington, MA: Linkage Press. Starbucks has as one of their core values “Neighborhood.” They have identified the following leadership competencies as important in the local leadership of each of its stores: · Connect with neighborhoods we serve · Reach out by volunteering in the community · Support local programs and causes Source: Schultz, H. (2011). Onward: How Starbucks fought for its life without losing its soul. New York, NY: Rodale. Note that the leadership competencies for these two companies are different in what they mean; however, they have one thing in common: all leadership competencies start with a verb. They are actionable. That means that you can observe it being done, and you can measure it. That is a key to writing leadership competencies so that they are meaningful. For each of the four Biotech core values, identify three leadership competencies that align well. Under “Source” identify the course material from which each of these leadership competencies was found. Biotech Core Value Leadership Competencies (follow examples above) Source (Author, Year) Customer-centricity Building and maintaining relationships SHRM (2008) Setting vision and strategy SHRM (2008) Cultural interest and sensitivity Comstock, N. (2014) Innovation Developing adaptability SHRM (2008) Valuing diversity and difference Comstock, N. (2014) Promoting Change Kirkpatrick, S & Locke, E. (1991) Knowledge Managing the work SHRM (2008) Enhancing Business Skills SHRM (2008) Technical Expertise Kirkpatrick, S. & Locke, E. (1991) Sustainability (for profit and planet) Developing others Emotional Intelligence, 2014 Set strategies Comstock, 2014 Managing politics and influencing others SHRM (2008) BGMT 365 - Group Deliverable #2 - Succession Planning Table – Part One Directions: For each of the five open positions at Biotech, identify the leadership competencies most needed for a successful leader in that position. .

1. Biotech Leadership Competencies Table
(completed as part of the Job Announcement group project)
Biotech has identified the following four core values:
Customer-centricity, Innovation, Knowledge, Sustainability*
*Biotech defines sustainability “both for profit and planet”.
In order to complete the job announcement, your group must
identify the leadership competencies that are aligned with each
of these four core values. Here are two examples of how other
companies do this.
SmithKline Beecham (SKB) has identified leadership
competencies aligned with its core values of Performance and
People:
SKB Core Value Leadership Competencies
Performance
· Establish plans
· Manage execution
· Influence others
· Drive for results
People
· Foster enthusiasm and teamwork
· Reward and celebrate teamwork
· Attract and develop talent
· Build relationships
Source: Manzi, L., & Abramson, J. (1999). SmithKline
Beechum. In D. Giber, L. Carter & M. Goldsmith (Eds.),
Linkage Inc.’s best practices in leadership development
handbook (pp. 397-424). Lexington, MA: Linkage Press.

2. Starbucks has as one of their core values “Neighborhood.”
They have identified the following leadership competencies as
important in the local leadership of each of its stores:
· Connect with neighborhoods we serve
· Reach out by volunteering in the community
· Support local programs and causes
Source: Schultz, H. (2011). Onward: How Starbucks fought for
its life without losing its soul. New York, NY: Rodale.
Note that the leadership competencies for these two companies
are different in what they mean; however, they have one thing
in common: all leadership competencies start with a verb. They
are actionable. That means that you can observe it being done,
and you can measure it. That is a key to writing leadership
competencies so that they are meaningful.
For each of the four Biotech core values, identify three
leadership competencies that align well. Under “Source”
identify the course material from which each of these leadership
competencies was found.
Biotech Core Value
Leadership Competencies (follow examples above)
Source (Author, Year)
Customer-centricity
Building and maintaining relationships
SHRM (2008)
Setting vision and strategy
SHRM (2008)
Cultural interest and sensitivity
Comstock, N. (2014)
Innovation
Developing adaptability

3. SHRM (2008)
Valuing diversity and difference
Comstock, N. (2014)
Promoting Change
Kirkpatrick, S & Locke, E. (1991)
Knowledge
Managing the work
SHRM (2008)
Enhancing Business Skills
SHRM (2008)
Technical Expertise
Kirkpatrick, S. & Locke, E. (1991)
Sustainability
(for profit and planet)
Developing others
Emotional Intelligence, 2014
Set strategies
Comstock, 2014
Managing politics and influencing others
SHRM (2008)
BGMT 365 - Group Deliverable #2 - Succession Planning Table
– Part One
Directions: For each of the five open positions at Biotech,
identify the leadership competencies most needed for a
successful leader in that position. Under “source” identify the
source (from course materials) that you will use for support of
this competency. Sources may be from Weeks One, Two and

4. Three. One example is provided for you.
Position
Leadership Competencies
Source
Sales Director, Middle East (Saudi Arabia)
Global/Cultural Intelligence
Canwell, Stockton, Dongrie, & Neveras, 2014, p. 12
Director of Research and Development

5. VP of Headquarter Operations
Executive Director, North American Division
Director of Finance

6. BMGT 365 Organizational Leadership Biotech Company Profile
1
Biotech Health and Life Products
Company Profile
Welcome to Biotech!
The assessment projects for this class will examine different
facets of the leadership
of Biotech Health and Life Products, Inc. You will be exploring
leadership within
Biotech with the driving question of “what skills does a Biotech
leader need to lead
the company now and in the future?”
History
Wilford Barney was a young apprentice working for Peter Ulan,
owner of a small
apothecary shop in Yonkers, New York. During his

7. apprenticeship, Barney created a
general energy elixir that was based on a home remedy of his
mother’s back in
Ireland. The elixir was produced specifically for many of Ulan’s
special customers.
Made of all natural ingredients the elixir provided B12 and
other vitamins to promote
a healthy immune system. The energy boost was noticeable after
only a week’s use.
The reputation of the elixir grew.
In 1922, Barney took over Ulan’s apothecary shop renaming the
business, Barney’s
Apothecary. At that time, Barney decided to bottle his elixir and
sell the formula to
everyone rather than selected customers. Barney also gave
bottles of the elixir to
local peddlers who sold the product along with their wares
receiving a commission on
each bottle they sold. By 1929, the product was well known in
Yonkers. Encouraged
by the success in Yonkers Barney decided to branch out to New
York City.
In 1932, Barney built a small manufacturing plant near the store
where he mixed and
bottled the elixir for sale. By 1934, Barney expanded sales by
putting the elixir in a
quarter of the apothecary shops in New York City. Sales were
booming and
customers inquired about other products that Barney’s had.
In 1936, Barney started a new product called Night Relief,

8. another of his mother’s
recipes. This product offered relief from night sweats and
anxiety caused by
menopausal symptoms or nerves. When this product proved a
“secret success” with
the ladies, Barney decided to bring his mother, Irene, from
Ireland, and put her to
work making new natural products. With his mother’s help,
Barney grew the business
into a small but successful manufacturer of natural “life
products”. Barney coined “life
products” because the products tracked natural life events in the
human body and
attempted to improve the customer’s discomfort in dealing with
them.
The name of the company was changed to Barney’s Elixir and
Life Products. The
business continued to grow and with his mother’s death in 1938
the company had a
gross revenue of $178,000 a year. The depression took a toll on
company profits
BMGT 365 Organizational Leadership Biotech Company Profile
2
but people still needed the boosts to their health and were able
to afford Barney’s
products as opposed to the medicine offered by doctors and
hospitals. During World
War II the company supplied the troops with a natural caffeine
(Stay Clear) product
that would keep soldiers awake for long periods of time and

9. heighten their mental
alertness. Government contracts derived from Stay Clear
boosted the revenue of the
company considerably and ushered in a new wave of interest of
natural products.
By 1950 Barney turned over the reins of the daily operations of
the business to his
children but remained on the Board of his family owned
company. By this time, the
company had expanded its manufacturing plants and sales
nationally to include
Detroit, Michigan, Los Lunas, New Mexico, Chicago, Illinois
and Atlanta, Georgia.
The revenue of the company was now close to 2.5 million
dollars.
In the 1960’s the social climate in America had changed and
pharmaceutical
companies took on greater importance in the treatment of
people’s health. The
discovery of new drugs and better health care shifted the
confidence in the American
perspective away from natural products to traditional western
medicine. Although the
counter culture of America still supported natural supplements,
popularity for
Barney’s products waned.
In 1965, Wilford’s granddaughter, Geraldine, took over the
Research and
Development Department (R&D) after receiving a degree in
chemistry from Harvard.

10. She had been trained as a child by her grandmother, Wilford’s
mother, and knew how
the recipes should look. However, she had new ideas and with
the approach of the
1970’s, was ready to join the “Anjolie perfume commercial”
lifestyle depiction of a 70’s
women that “they could bring home the bacon and fry it up
too.”
Due to the downturn in sales by 1970, the company turned to
other countries for its
sales base. Starting in Germany and other European countries
where natural
products are highly credible, Barney began to license the sale of
the company’s
products to local manufacturers. The name recognition grew and
by the 1980’s the
company was grossing over 4 million dollars in gross sales. The
company moved to
overseas operations and manufactured in Germany. Wilford
Barney died in 1981
shortly after seeing his first grandchild, Maximillian Barney,
take over the President’s
positon of the company.
Studying the trends in the 1990’s about the resurgence of
natural health products
“Max” as he liked to be called, decided it was time for Barney’s
to focus on the new
interest in homeopathic and natural products especially at home
in America where
sales were static. In 1996, Max, wanting to get a sleeker and
more modern feel to the
company’s products changed the company name and logo. No

11. longer was Barney’s a
mom and pop operation but now were part of the Biotech
nutraceutical market.
Barney’s Elixir and Life Products was now Biotech Health and
Life Products. While
the products would continue to show the old Barney logo, for
name recognition the
new logo would take prominence on the packaging.
By 2000 the company was grossing about 1.1 billion in sales
with an increase in
market share. By 2012, Biotech had a 20% market share of the
supplement business
BMGT 365 Organizational Leadership Biotech Company Profile
3
with approximately $20 billions of sales. The growing interest
in the bio-nutraceutical
marketplace was catching the attention of the big
pharmaceutical companies. Glaxo,
Merke and Dupont began a massive shift to the new biotech
business products.
Currently sales for the company are at $35 billion. Maximillian
Barney is still
President and CEO. The stock is still held by the family and all
senior management
positions are held by family members.
Current Company Vision: To help provide everyone with the

12. healthiest life possible
in the most natural of ways.
Current Mission: To develop products that are safe, effective,
affordable and natural
with the customer’s health always their primary goal.
Current Fact Sheet
Headquarters Yonkers, New York
Worldwide web address www.biotechlife.com
President Maximillian Barney
2016 Gross Sales US$ 35 billion
Employees 35,000 in 6 countries worldwide
Manufacturer Operations
United States Detroit, Michigan, Los Lunas, New Mexico,
Chicago,
Illinois and Atlanta, Georgia
Europe Wittllch, Germany, Baltimore, Ireland
Asia Pacific Melbourne, Australia
Latin America and Caribbean Sao Paulo, Brazil
Canada
Product Lines
Major Competitors
Alberta, Canada

13. Protein and Fitness; Personal Care, Nutraceuticals,
Vitamins and Food Supplements
Protein and Fitness-GNC,
Personal Care- Nestle Skin Care- Galderma, SA;
Glaxo, Merke, General Mills.
Vitamins and Food Supplements- GNC, Natures Plus,
Natrol, Nature’s Way, Nature’s Bounty, Hain Celestial
Group, Inc, Schiff Nutrition International, Nestle,
General Mills, Now Foods and New Chapter
BMGT 365 Organizational Leadership Biotech Company Profile
4
BIOTECH BUSINESS PHILOSOPHY AND STRATEGY
Biotech has determined its long-term goal planning pattern
should be no longer than
3 years. Three years seems more flexible than the seven-year
planning pattern
previously used as change in the business climate is making it
imperative to be more
flexible. The need for innovation and competitive advantage
ideas are the main focus
for the next two years along with the company’s commitment to
becoming a triple
bottom line company. Sustainability both for profit and planet is
foremost in the minds
of the leadership. The development of a triple bottom line

14. company is in the best
interest of the company because of the need to keep a strong
natural product image
link to the community and the desire for the company to be
socially responsible.
Protection of the suppliers and control over product quality is
critical to the
development of a sound “life product.”
Current Growth Plans
Business and Sales
Biotech is looking to expand to Saudi Arabia in the next year.
Currently products sold
through European division but demand is great in the Arab
countries. Although the
company would like to sell in Israel as well, Arab countries are
seen as a more
lucrative expansion opportunity. Expansion of the production
capacity in Sao Paulo is
being considered as company can no longer keep up with sales
projections.
Product Development
Biotech is looking to develop its cosmetic and food lines.
Currently have lip balms but
seeks to make a line of lipsticks, foundation, powder, eye
makeup and cleaners from
natural ingredients. Development of natural flavorings and whey
products are under
consideration.

15. BMGT 365 Organizational Leadership Biotech Company Profile
5
BIOTECH’S CORE VALUES
The leadership of Biotech has identified four core values. These
values are used as
guidance in strategy, mission, and vision creation. They are:
Customer-Centricity,
Innovation, Knowledge, and Sustainability.
Customer-Centricity
Currently there is a company-wide accountability to the
customers and the entire
workforce is expected to provide an extraordinary customer
experience in every
product made. Customer relations are considered to be both
internal and external;
for those located at central Headquarters, those employees “out
in the field” are
considered just as much a customer as the person buying
Biotech’s products.
Innovation
Development of organizational structure and culture changes are
being made to
introduce more collaborative decision making as well as
bringing the divisions closer
together in the area of shared resources and communication.
Emphasis is to
encourage the exchange of ideas, create an environment that
fosters new ideas and
makes change easier in implementation.

16. Knowledge
Biotech is a firm whose foundation and history is deeply rooted
in research and
development. Using knowledge to lead change is at the heart of
Biotech’s value
system. Another aspect to knowledge is the “tribal knowledge”
that is inherently
known by the Barney family that lead the company, and their
long-time loyal
employees.
Sustainability
Currently, Biotech has commitments to build housing for
several communities in
Brazil and India where natural pharmaceutical ingredients are
produced. The program
reflects the company’s strong commitment to become a triple
bottom line company
by the year 2021, and its core value of sustainability. Biotech
defines sustainability
as both “for profit” and “for planet”.
BMGT 365 Organizational Leadership Biotech Company Profile
6
BIOTECH’S CURRENT CORPORATE CULTURE
Barney’s new image of a sleek, less clan-like organization has
resulted in a family
that is less than cohesive. Still, the family leaders are

17. committed to maintaining the
businesses’ cultural heritage because of the sense of unity and
belonging, and to
provide employees with a better understanding of the previous
generations and to
show how far the company has come. It is believed that the
cultural heritage of the
business demonstrates support for collaborative decision making
something the
company has successfully promoted throughout the
organization. The family sees its
employees as being customers and therefore encourages a
customer-centric culture.
Employees are encouraged to look at their work through the
perspective of the
customer and to make decisions using the customer’s viewpoint.
Biotech is concerned that the stateside organization is driving
the overseas divisions
and that new ideas are being encouraged because of the cultural
differences in staff.
Customer innovation workshops ran by the various divisions
have highlighted that
R&D in Europe and Australia are differences in customer
preferences from US
customer preferences. It is believed that US controlled
resources are ignoring
these product preferences and are thus impeding sales overseas.
Corporate leaders
are examining the matter in an attempt to answer this cultural
gap.
Current Organizational Structure
The company has a geographical division structure. However,

18. within each division is
a functional structure with production and sales at the hub.
R&D, HR, IT and Finance
have small staff in each division whose primary job is to liaise
with headquarters to
implement the decisions made.
Executive Director
South America
Division
Executive Director
North American
Division
Executive Director
European Division
Executive Directive
Asia Division
President and CEO Maximillian Barney
Housed in headquarters is the R&D, Purchasing, HR, IT, and
Finance Divisions