Foreword
When I joined IMS Health in 2000 as the CEO, I set ambitious goals for our business and challenged the executive team to look beyond the status quo to find new growth opportunities.
Our company was doing well but we had hit a “wall” in our effort to create further growth in our business. By increasing the company’s investment in core data assets, analytics, and new product development, and dramatically strengthening the company’s consulting and services capabilities, we were able to expand IMS Health into new markets and draw in new customers.
As an outcome of our management discipline, we were able to ramp up the company’s pace of innovation and enhance IMS’s global execution. But this did not mean that all went smoothly throughout ...
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