Roche Overall Industry Assumption Analysis - Literature review Example

In this type of relationship, both parties depend on each other to accomplish their own goals. In the analysis in this section, Roche’s relationships with its major stakeholders will be broken down to identify whether Roche and its stakeholders are fulfilling their duties.Within Roche, there are many strategic planning decisions to be made. The Chief Executive Officer (CEO) of the company must manage the priorities of the company’s stakeholders. The steerer model can help to organize many different interests of various stakeholders.

At the center of the steerer, model is the steerer, or CEO, of the company, Dr. Franz B. Humer.2 The steerer’s role is to guide the company through times of diverse pressure and demands.3 This role will involve a good idea of where the company has been and where it is heading in the future. The model displays the major stakeholders directly connected and involved in crucial decisions about the Roche’s future.Dr. Franz B. Humer, Roche’s Chief Executive Officer (CEO) since 1998, has been a part of Roche for many years.

Humer first came to Roche in 1995 where he was the Head of the Pharmaceuticals Division and Member of the Board of Directors. In 1996, he was promoted to Chief Operating Officer and in 1998 was made the CEO of Roche.4Humer’s studies include an MBA from the University of Innsbruck. He also has an honorary doctorate from the Faculty of Science at the University of Basel.5 Before Roche, Humer worked for ICME Zurich from 1971 through 1973. In 1973, Humer moved on to Schering Plough Corporation where he served as a General Manager in Ecuador, Portugal, and the United Kingdom.

Humer worked for Schering Plough until 1981. In 1981, Humer began working for Glaxo Holdings where he would work until 1995 when he came to Roche. At Glaxo Holdings, Humer served as an Area Manager in Southern Europe, Director of Marketing Development and Product Licensing, as well as the Chief Operating Director.[i]