SMS for Life (C): Sustaining the initiative and leveraging its social and business value for Novartis
This third and final part of the “SMS for Life” case series concentrates on the institutional response to the question of how Novartis could sustain and leverage the capabilities of SMS for Life project to improve the demand/supply of other medicines in addition to malaria prescriptives in the private distribution of drugs in emerging markets globally with new partnerships and ventures. Jim Barrington had come a long way since his meeting with his boss, Raymond Breu, Novartis’s CFO in December 2008. Breu had agreed to fund Jim for a 12-month period to launch what became the SMS for Life project. Jim had clearly overcome Breu’s concerns that the project would be too complex, hard to fund and very political with the involvement of national governments, NGOs, private companies and the WHO. As Jim completed the successful pilot in Tanzania in February 2010 and delivered the final project report to Roll Back Malaria in April 2010, the institutional response to the question of how Novartis as a company would sustain and leverage the SMS for Life project would also evolve.
The learning objectives are twofold: 1) to debate Novartis’s institutionalization of the SMS for Life initiative and 2) to discuss Barrington’s succession. The participants are required to construe the role of the Novartis business and the IT organization in sustaining and developing the SMS initiative but also to develop their own understanding of how this effort is moving forward.
Novartis, Healthcare, Pharmaceuticals
2011-2012
Cranfield University
Wharley End Beds MK43 0JR, UK
Tel +44 (0)1234 750903
Email [email protected]
Harvard Business School Publishing
60 Harvard Way, Boston MA 02163, USA
Tel (800) 545-7685 Tel (617)-783-7600
Fax (617) 783-7666
Email [email protected]
NUCB Business School
1-3-1 Nishiki Naka
Nagoya Aichi, Japan 460-0003
Tel +81 52 20 38 111
Email [email protected]
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in I by IMD 24 June 2024
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Case reference: IMD-7-2457 ©2024
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Case reference: IMD-7-2546 ©2024
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in MIT Sloan Management Review Summer 2024, vol. 65, no. 4
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