Becton Dickinson: Creating the customer-centric organization (B)
As the B case unfolds, Shabshab is reflecting on both the progress to date on the journey (rougly 2014 time frame) and the efforts required to continue to accelerate the journey. As part of this effort, the steering team identified five pillars to accelerate the transformation. These included the (1) the redefinition of their value proposition and sales tools (2) realignment of the go-to-market approach, (3) standardizing new enabling systems and processes (4) development of talent and capabilities required for success and (5) systematic strengthening of their solutions offerings. The team prioritized and sequenced these levers for change – and thought carefully about the additional levers that may need to managed in the future.
- Understand how to evaluate a good “roadmap for change” to be customer driven “looks like” – mid-way through the journey.
- Refer to Kotter change model – and “test” their progress against the model.
- Discuss aspects of both go to market strategy and product portfolio evolution.
Becton Dickinson, Healthcare
2011 to 2016
Cranfield University
Wharley End Beds MK43 0JR, UK
Tel +44 (0)1234 750903
Email [email protected]
Harvard Business School Publishing
60 Harvard Way, Boston MA 02163, USA
Tel (800) 545-7685 Tel (617)-783-7600
Fax (617) 783-7666
Email [email protected]
NUCB Business School
1-3-1 Nishiki Naka
Nagoya Aichi, Japan 460-0003
Tel +81 52 20 38 111
Email [email protected]
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- Becton Dickinson: Creating the customer-centric organization (A)
- Becton Dickinson: Creating the customer-centric organization (B)
- Becton Dickinson: Creating the customer-centric organization (A)
- Becton Dickinson: Creating the customer-centric organization (B)
Research Information & Knowledge Hub for additional information on IMD publications
Research Information & Knowledge Hub for additional information on IMD publications
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Research Information & Knowledge Hub for additional information on IMD publications