HomeResearch & Knowledgeback to HomeStrategyback to Research & KnowledgeZuellig Pharma (C): Taking the next leapback to Strategy

Case Study

Zuellig Pharma (C): Taking the next leap

By Katharina Lange, Tawfik Jelassi and Pallivathukkal Cherian Abraham

8 pages

December 2020

Order this case study

Reference: IMD-7-2242

Case (C) is set in July 2020 when John Graham took over as Zuellig Pharma’s new CEO and he needed to decide how to take the company forward. Prior to that, John Graham had effectively led the company’s Commercial Solutions business. However, as the new CEO he needed to manage the entire portfolio of new solutions businesses and investments in digital startups. Zuellig Pharma had successfully navigated the first six months of the COVID-19 pandemic. It had benefited from its earlier efforts to increase the robustness of its supply chain as well as the resilience and dedication of its employees. The COVID-19 crisis had accelerated the roll-out of its new e-commerce platform, which allowed for online ordering and cash collection. At the same time, the company had suffered financially because some costs had significantly increased. Zuellig Pharma faced an even more difficult environment with new stakeholders (like patient groups and Ministries of Health) playing a more important role. Given these challenges, its leadership needed to decide how to take the company forward and ensure that it continues to thrive in the future.

Learning Objective

Portfolio management of new businesses: exploration, viability and scaling up.
Risk management for new business.
Transition management and organizational realignment.

Keywords

Strategy, Leadership, Transformation, COVID-19

Settings

South-Eastern Asia, Singapore
Zuellig Pharma, Healthcare, Pharmaceuticals
2014 – 2020

Type

Field Research

Available Languages

English

Related material

Teaching note

IMD case studies are distributed through case clearing houses. In order to browse the collection and purchase copies please visit the links below.

The Case Centre

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]

Asia Pacific Case Center

NUCB Business School

1-3-1 Nishiki Naka
Nagoya Aichi, Japan 460-0003
Tel +81 52 20 38 111
Email [email protected]

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.

Contact

Research Information & Knowledge Hub for additional information on IMD publications

This case study is part of a series

Keep reading

Article

Strategic use of AI in healthcare and pharma drives market advantage. Here’s how - IbyIMD

AI is fundamental to the competitive strategies of the most advanced healthcare and pharmaceutical firms. Here is how they are adopting AI to be data-driven leaders.

Innovation Strategy Technology Management

By Tomoko Yokoi and Michael R. Wade

in I by IMD

Case Study

HP Amplify Impact A: Channeling partners for change

Sustainability Leadership

By Heather Cairns-Lee, Julia Katharina Binder and Valerie Keller-Birrer

Podcast

“We were so scared of our IPO”: Leaders Unplugged with former On-CEO Marc Maurer - IbyIMD

ON’s Marc Maurer shares how purpose, humility, and bold choices fueled the brand’s rise—from anti-metaverse to IPO—in this inspiring leadership talk.

Innovation Leadership Strategy

By Alyson Meister and Marc Maurer

in I by IMD

Article

Le P-DG a fait un burn-out. Et maintenant ?

Les études de cas de HBR sont basées sur des problèmes vécus par des dirigeants d’entreprise et proposent des solutions d’experts. Celle-ci est tirée de l’étude de cas de l’Insead « Stress and the City (A&B) : Antonio Horta-Osorio, CEO of Lloyds B...

Leadership Organizational Behavior

By Jean-François Manzoni

in HBRFrance.fr

8 July 2025

Article

Mind games: How to train your brain like you would your body

According to the World Health Organization, depression and anxiety cost the global economy $1tn each year, predominantly from reduced productivity.  Here are six simple habits, taken from design thinker Vishakha Singh’s SHIFT methodology, to train...

Leadership

By I by IMD

in I by IMD Brain Circuits

8 July 2025

Article

Eight lessons to navigate career growth - Susanne Hundsbæk-Pedersen

Susanne Hundsbæk-Pedersen, Global Head of Pharma Technical Operations at Roche, shares how she has navigated the various pivots in her career, and the importance of curiosity, optimism and energy.

Entrepreneurial Talent - Boundary Spanners

Entrepreneurial talent who work with other teams often run into trouble with their managers. Here are ways to get the most out of your ‘boundary spanners’.

Prevent Employee Burnout - Growth Mindset

Stress can trigger fixed thinking and fear-driven reactions that accelerate employee burnout. Learn how to shift to a growth mindshift and break the cycle.

Leadership Talent Management

By Susan Goldsworthy

in I by IMD

Article

Why Mark Zuckerberg and Meta can’t build the future

Last week, a notification flashed. “Add your email address for extra security,” my phone chirped. It was from WhatsApp. I stared at the screen, a single question forming in my mind: Security? Or surveillance? I tapped “No.” The feeling wasn’t ange...

Strategy Leadership

By Howard H. Yu

in The Star

1 July 2025

Strategic use of AI in healthcare and pharma drives market advantage. Here’s how - IbyIMD

By Tomoko Yokoi and Michael R. Wade
in I by IMD

Summary

AI is fundamental to the competitive strategies of the most advanced healthcare and pharmaceutical firms. Here is how they are adopting AI to be data-driven leaders.

Contact

Research Information & Knowledge Hub for additional information on IMD publications

Related topics

Innovation

Strategy

Technology Management

Browse all topics

HP Amplify Impact B: From launch to legacy

By Julia Katharina Binder and Heather Cairns-Lee
Case reference: IMD-2695

Summary

The B case outlines how, by early 2025, Isabella Phoenix's initial vision for HP's Amplify Impact sustainability program had grown into a global initiative involving 4,800 partners in 48 countries. The program surpassed its goals, enrolling 59 of HP partners vs. a 50 target and contributing to billions of dollars in sustainability-influenced sales. Key to its success were tools like a clear self-assessment, a rich resource hub and a focus on voluntary engagement rather than financial incentives building true partnerships instead of transactional relationships. Partners gained credibility and competitive advantage, and the program was supported strongly by HP leadership and recognized with major awards. However, as Phoenix and senior leaders prepared to leave the company, the program faced challenges: rising competitor initiatives, shifting political attitudes toward ESG and internal leadership transitions. The central question became whether HP could sustain and evolve Amplify Impact's momentum and values in this uncertain environment.

Reference IMD-2695

Organization Hewlett-Packard

Industry Information Technology

Available Languages English

Contact

Research Information & Knowledge Hub for additional information on IMD publications

Related topics

Sustainability

Leadership

Browse all topics

HP Amplify Impact A: Channeling partners for change

By Heather Cairns-Lee Julia Katharina Binder and Valerie Keller-Birrer
Case reference: IMD-2681 ©2025

Summary

The A case in this two-part series outlines the challenges Isabella Phoenix faced in designing a global sustainability program for HP's vast network of channel partners in just 12 weeks with only one team member and limited resources. The initiative aimed to help embed sustainability in HP global partners' strategies, many of whom lacked the resources or expertise to tackle sustainability alone. Phoenix faced the dual challenge of inspiring internal buy-in and engaging thousands of independent partners many of them small or midsize businesses with limited capacity. The voluntary program, built around HP's Sustainable Impact priorities of climate action, human rights, and digital equity and community, aimed to educate and empower partners without relying on traditional financial incentives. Instead, it encouraged commitment through practical tools and self-assessments and integrating sustainability into commercial deals. Despite the absence of rebates or rewards, the program sought to transform HP's ecosystem into a purpose-driven movement, proving that shared values and long-term impact could unite a diverse, global network.

Reference IMD-2681

Organization Hewlett-Packard

Industry Information Technology

Available Languages English

Contact

Research Information & Knowledge Hub for additional information on IMD publications

Related topics

Sustainability

Leadership

Browse all topics

“We were so scared of our IPO”: Leaders Unplugged with former On-CEO Marc Maurer - IbyIMD

By Alyson Meister and Marc Maurer
in I by IMD