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The Art of Action: Leadership that Closes the Gaps between Plans, Actions and Results by Stephen Bungay

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AN UNDIAGNOSED DISEASE

The following year, I was invited to do some work for the research and development arm of a global pharmaceutical company. The history and culture of this organization were very different.

The technology company had had a long history of devolved responsibility, with powerful country heads taking many important decisions. This worked well, but over time gave rise to duplication of effort and turned into an undisciplined failure to exploit scale through standardization. In contrast, the pharmaceutical company had a strong center, drug development was highly disciplined to meet the requirements of regulators, and there were a lot of standardized processes. That would surely enable the organization to get things done.

But ...

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