As CDO, Bertrand Bodson needed to get Novartis digitally ready so that it could realize its goal of becoming a leading medicines company powered by data and digital technologies. He had set strategical digital priorities for the company, but he also knew a company-wide digital transformation would be impossible without a concomitant cultural change. What culture should Novartis foster so that it could adapt and thrive? What cultural changes would Novartis need to make to stay relevant and make its desired transformation a success? (This case contains the reveal for Part A; reveal for this case is contained in Part C.)
- Explore the role corporate culture plays in digital transformations.
- Build an understanding of how leaders could shape and drive cultural transformation forward
Novartis, Health Care, Pharmaceuticals
IMD retains all proprietary interests in its case studies and notes. Without prior written permission, IMD cases and notes may not be reproduced, used, translated, included in books or other publications, distributed in any form or by any means, stored in a database or in other retrieval systems. For additional copyright information related to case studies, please contact Case Services.
Research Information & Knowledge Hub for additional information on IMD publications