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Case Study

Leading the digital transformation at Novartis: The role of the CDO (B)

By Jennifer Jordan and Shih-Han Huang

6 pages

August 2020

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Reference: IMD-7-2105

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.)

Learning Objective

Explore the role corporate culture plays in digital transformations.
Build an understanding of how leaders could shape and drive cultural transformation forward

Keywords

Strategy, Digital Transformation, Culture Change, Chief Digital Officer

Settings

Switzerland
Novartis, Healthcare, Pharmaceuticals
2018-2019

Type

Field Research

Available Languages

English

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This case study is part of a series

Leading the digital transformation at Novartis: The role of the CDO (A)
Leading the digital transformation at Novartis: The role of the CDO (B)
Leading the digital transformation at Novartis: The role of the CDO (C)

This case study is part of a series

Leading the digital transformation at Novartis: The role of the CDO (A)
Leading the digital transformation at Novartis: The role of the CDO (B)
Leading the digital transformation at Novartis: The role of the CDO (C)

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