Change Reseach Project part 2 - Research Paper Example

Significant changes will take place in this industry, since its rational property rights are being brought on course in line with those of the key economies in the world. The change from near-perfect contest with homogenous and cost controlled drugs to a market with patent controlled products is an effective domination in several sub-markets, will bring forth an extreme shift in the form of contest. This paper uses the Janssen Pharmaceuticals Inc. to issue a clear depiction an approach to strategic innovation management, on which to develop capabilities and from which to control change, which can form a guide for companies arranging for this change.

The Management of Change in the Pharmaceutical Industry – Janssen Pharmaceutical Inc.; Part II Chapter 1 Introduction Acquisitions, mergers, globalization, outsourcing and fresh technology are the major terms used to describe pharmaceutical changes. This clearly implies that the pharmaceutical manufacturing industry is experiencing extreme change. The present environment is one of joining and rising cultures as firms merge workforces and globalize processes in order to have a strong competitive advantage and compete in the global market field.

Approximately 70 percent of the corporate change plans fail, writes Bill Wilder, director of the Life Cycle Institution (Greene and Podolsky 2009). This is definitely, because pharmaceutical manufacturing industry concentrates too much on products and processes, but forgets to focus on people. There is no doubt that people usually do not oppose change. They only thing they do, they oppose being changed when they do not know why. This is why there is a lot that must be comprehended and done in order to enforce change and succeed.

There are a number of strategies that must be employed in order to embrace change (Lewi 2007). One of the main one is merging of firms, which has to be done through integrating both their products and their cultures. At the same time, there must be lessening of cost and maintaining control over their quality systems and authoritarian conformity. Besides, the initiation of new technologies, which little and sometimes, effective firms must also control within their quality schemes across a range of service providers and partners (Liberti, McAuslane and Walker 2011).

With all these changes, the criticality of an effective change-management scheme that can track and make sure appropriate assessment and implementation of changes is done. Envision a change-management scheme as graph simplicity of accomplishment on the X-axis and the complexity on the change Y-axis, it becomes simple to visualize why certain modifications may take years to implement as seen on the figure below (figure 1). As a modification becomes more complicated –like modifications, that entails numerous products and country registrations), it becomes difficult to bring to pass (Marcia 2004).

Complicated changes are hard enough for an individual firm with several sites, but they are even more overstated for practical firms. For the latter, multiple bond service providers