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Nicholas Piramal India Limited

Mgt 345
by

Kevin Wise

on 5 December 2012

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Transcript of Nicholas Piramal India Limited

Former head of European business for Avecia
Head of European Business Department
Chemical engineering and business background
Closed numerous major contracts prior to working for NPIL
Dislikes Indian action-oriented approach
Wants own division to run independently photo credit Nasa / Goddard Space Flight Center / Reto Stöckli Michael Fernandes Nicholas Piramal India Limited R. Ananthananrayanan (Ananth) Director of Custom Manufacturing Operations at NPIL.
Ph.D. in Pharmaceutical Technology and Chemistry.
15 years of experience in R&D and business development.
“Cradle to Grave” manufacturing strategy.
Concerned about departments conducting their own business development.
India-based international pharmaceutical manufacturing firm
Acquired British and Canadian pharmaceutical firms in 2005
Acquisition of other companies has formed very diverse senior leadership
Increased moral fortitude.
Lead to more dynamic problem solving abilities.
Organized into two divisions
Pharmaceutical Development Service (PDS)
Pharmaceutical Manufacturing Service (PMS) NPIL Overview Situation Key Players
Michael Fernandes: Executive Director, CMO Group
Veronica Scherrer-Pangka: Director, PDS B. Unit
Ian Grundy: Head, European Business Division
R. Ananthanarayanan (Ananth): Director, Global Businesses Growing conflict concerning Avecia’s business development function
Avecia pressing for more local control over development activities
Conflict has created subsequent tension between three senior managers Former President of Torcan
Now NPIL’s Director of Production Development Services, or PDS
Easy role for her because of her background as a bench-chemist/manager of a laboratory
Doesn’t like the hierarchical structure of NPIL
Wants to know about client issues by sustaining direct links to clients, uses expert power to form connections Veronica Scherrer-Pangka Ian Grundy Risks:
Senior leaders deciding to accept offers from other companies.
Company cohesion disintegration.
Mitigation Plan:
Reinforce company benefits as well as offer more defined positions.
More freedom to manage departments. Risk Management Conclusion Suggested C.O.A. 1 Allow separate management styles for each director (PDS and PMS).
Establish direct communication between the departments .
Remove Ananth to get rid of any source of redundancy and authority issues between him and Fernandes.
All departments will then report directly to Fernandes. Divide business dealings by region
PDS and PMS separately run
All departments will report directly to Ananth who will work with Fernandes to develop company's vision
Each manager given freedom to run their segment independently; regulate less strictly, based on results. Suggested C.O.A. 2 Suggested C.O.A. 3 Promote Grundy to Director of Global Business, allowing him to have more influence over operations.
Promote Ananth to a position just below Fernandes, Vice Exec. Director CMO Group, causing all departments to report to him directly.
Place more strict regulations on business development practices at Torcan and Avecia. Based upon our understanding of both the company's climate and the traits of the senior leadership As well as the driving motive of keeping NPIL as productive and competitive as possible in today's growing market we recommend our third
suggested course of action
as the optimal solution to the
problems faced by NPIL Re-Iteration Promote Grundy to Director of Global Business, allowing him to have more influence over operations.
Promote Ananth to a position just below Fernandes, Vice Exec. Director CMO Group, causing all departments to report to him directly.
Place more strict regulations on business development practices at Torcan and Avecia.
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