As CDO, Bertrand Bodson needed to get Novartis digitally ready so that it could realize its goal of becoming a leading medicines company powered by data and digital technologies. He had set strategical digital priorities for the company, but he also knew a company-wide digital transformation would be impossible without a concomitant cultural change. What culture should Novartis foster so that it could adapt and thrive? What cultural changes would Novartis need to make to stay relevant and make its desired transformation a success? (This case contains the reveal for Part A; reveal for this case is contained in Part C.)
• Explore the role corporate culture plays in digital transformations.
• Build an understanding of how leaders could shape and drive cultural transformation forward
Novartis, Health Care, Pharmaceuticals
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