Lundbeck can be a small-scale pharmaceutical company that targets the segment of central nervous system (CNS). A lot of the companies revenues originate from a few its major medicines: Lexapro and Exiba. The business derives nearly all its revenues from European and American areas. The business has specific Asia only recently, but it is a greater growth segment. Different areas in Asia report back to one regional v . p ., who makes up about using their strategy inside the Asian areas. The country manager of Korea is not happy with e-commerce structure, while he thinks the Korean companies are substantially totally different from the comfort of Asia. The selection approach is always to let the Korean country manager to pursue an unbiased strategy, and enable him to report right to the HQ. The recommended structure might be attractive because some the correct conflicts that have emerged formerly may possibly not have been handled with the regional v . p . inside the needs around the organization. It's believed that the business remains too strict in using its strategy without relation to the versions in a number of physical areas. However, only alternation in the industry structure might not present an sufficient solution.
Recommendation and Implementation
What type of organizational structure would best fit Lundbeck Korea? Why?
How do Anderson, Jun and Rajar each understand the situation? What are the strengths and weaknesses of their positions?
What are the opportunities and threats in either changing or staying on course?
How should any change (or decision not to change) be managed for the good of all parties?
What is the trade-off between local sensitivities and promoting a global corporate culture?