HomeResearch & Knowledgeback to HomeStrategyback to Research & KnowledgeRoche Diagnostics: Strategy development (C)back to Strategy

Case Study

Roche Diagnostics: Strategy development (C)

By James E. Henderson and Polina Bochukova

8 pages

April 2021

Order this case study

Reference: IMD-7-2177

Frank Desiere, VP Strategy and Business Development, Roche Diagnostics CPS and his team including Guido Bartalena, Head of Strategy, Roche Diagnostics CPS had together created a 6 months journey called BOOST or Building our Organization’s Strategy Together of engaging 50% of the organization (through volunteer sign-ups). BOOST comprised 58 interactive workshops that ran between February and June 2018 across all CPS’s main sites and several additional locations. The workshops were facilitated by 72 senior leaders from across the organization and 803 employees took part in the sessions, both from within CPS and from other Roche Diagnostics business areas. Over 11,300 ideas were generated during the program and Bartalena’s team qualified and clustered all of them, to ensure that every contribution was considered. However Bartalena was now faced with a critical fork in the road. How was he going to incorporate these ideas into the overall strategy, and how would it be communicated back to the community?

Learning Objective

Building momentum based on the ideas created from the organization (and understanding the underlying risks with such an approach).

Keywords

Strategy, Inclusive Leadership, Strategy Development, Strategic Planning, Strategy Alignment

Settings

World/global, Switzerland
Roche Holding, Healthcare
2017 - 2018

Type

Field Research

Available Languages

English

Related material

Video

IMD case studies are distributed through case clearing houses. In order to browse the collection and purchase copies please visit the links below.

The Case Centre

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]

Asia Pacific Case Center

NUCB Business School

1-3-1 Nishiki Naka
Nagoya Aichi, Japan 460-0003
Tel +81 52 20 38 111
Email [email protected]

IMD retains all proprietary interests in its case studies and notes. Without prior written permission, IMD cases and notes may not be reproduced, used, translated, included in books or other publications, distributed in any form or by any means, stored in a database or in other retrieval systems. For additional copyright information related to case studies, please contact Case Services.

Contact

Research Information & Knowledge Hub for additional information on IMD publications

This case study is part of a series

Roche Diagnostics: Strategy development (A)
Roche Diagnostics: Strategy development (B)
Roche Diagnostics: Strategy development (C)

This case study is part of a series

Roche Diagnostics: Strategy development (A)
Roche Diagnostics: Strategy development (B)
Roche Diagnostics: Strategy development (C)

Keep reading

Article

Are you up for the challenge of a downturn? Here’s how to ensure you are

Is your team ready for tough times? Ask these 7 critical questions to assess resilience, redefine success, and lead through uncertainty with purpose.

Change Management Crisis Management Leadership Resilience Strategy

By Merete Wedell-Wedellsborg

in I by IMD

Case Study

Candles Killer: Lighting up the world at the bottom of the pyramid

Sustainability Customer Centricity Innovation Strategy

By Winter Nie and Yunfei Feng

Article

Are stakeholders making or breaking your strategy?

Leaders are often unaware of their value-critical stakeholders, inhibiting progress on strategic issues. The solution is to get rid of free riders and predators and build more involvement in the value-creation cycle by the stakeholders that matter...

Strategy Stakeholder Management

By Paul Strebel, Angeliki Papasava and Patrick Reinmoeller

in I by IMD Brain Circuits

1 May 2025

Article

Leading Global Operations - Complexity and Change

Leading global operations through complexity and change in 2025 means embracing AI and ML to streamline supply chains and meet rising demands.

Artificial Intelligence Digital Leadership Strategy Supply Chain

By Ralf W. Seifert and Katrin Siebenbürger Hacki

in I by IMD

Article

Detroit Entrepreneurship - Motor City Innovation

Many regional developers have tried and failed to emulate Silicon Valley’s VC-driven model for innovation. Detroit, the birthplace of Ford, is following an alternative route – with promising results.

Competitiveness Finance Innovation Strategy Entrepreneurship Technology Management

By Jerry Davis

in I by IMD

24 April 2025

Article

Repairing reputational damage: don’t go the way of Boeing

All organizations should have a plan to secure trust during, after (and even before) a crisis hits. Here are a host of examples, good and bad, to learn from.

Leadership Resilience Strategy

By Michael Skapinker

in I by IMD

Case Study

The price of innovation: Will Medacta compromise its DNA by embracing robotics?

Strategy Innovation

By Carlos Cordon, Antonio Di Brino, Jesper Fibiger, Frank Kristensen, Soniya Soniya and Alison End Fineberg

Article

Efficient Green Transition - 4 Effective Strategies

By managing ESG-heavy assets separately, companies can drive progress in their sustainable business units while addressing the sustainability challenges of traditional assets. Here are four effective strategies to achieve your goals.

Strategy Sustainability Finance

By Salvatore Cantale and Frederikke Due Olsen

in I by IMD

14 April 2025

Article

Strategy Meets Execution - Supply Chain

10 years of exclusive surveys reveal top supply chain strategy challenges—and how tools like AI, ML, and digital twins are reshaping the path forward.

Strategy Supply Chain

By Ralf W. Seifert and Katrin Siebenbürger Hacki

in I by IMD

Article

How to structure a B2B marketplace venture

Business-to-business marketplaces, like their consumer-facing cousins, help streamline purchasing by giving buyers and suppliers an online platform for conducting transactions. Once a company decides that it wants to create a marketplace to make t...

Business to Business Strategy

By Didier Bonnet, Geoffrey G. Parker, Georgios Petropoulos and Leonardo Serra

in MIT Sloan Management Review Blog

10 April 2025

Are you up for the challenge of a downturn? Here’s how to ensure you are

By Merete Wedell-Wedellsborg
in I by IMD

Summary

Is your team ready for tough times? Ask these 7 critical questions to assess resilience, redefine success, and lead through uncertainty with purpose.

Contact

Research Information & Knowledge Hub for additional information on IMD publications

Related topics

Change Management

Crisis Management

Leadership

Resilience

Strategy

Browse all topics

Candles Killer: Lighting up the world at the bottom of the pyramid

By Winter Nie and Yunfei Feng
Case reference: IMD-2661 ©2025

Summary

Shenzhen Power-Solution (SPS), founded in 2009 in China as an entrepreneurial venture, disrupted traditional lighting markets in African villages with its flagship product, Candles Killer. This solar lamp, priced under $5, replaces hazardous kerosene lamps and has an optimized design (9 components, water-bottle stands). The candles killer solar lamp addresses the critical need for affordable, safe and sustainable lighting for people at the bottom of the pyramid (BOP), a huge market that multinationals struggle to reach. By achieving both low cost and differentiation, SPS created a blue ocean market. The company has made remarkable progress in its mission to provide solar lighting to underserved communities: by 2023, it illuminated over 55 million people across 7.8 million households in 66 countries. Beyond social impact, SPS achieved environmental sustainability at scale, reducing cumulative carbon emissions by 6.7 million tons, the equivalent of planting 368 million evergreen trees. Candles Killer's success led SPS to expand its product line into a solar home system for phone charging and multi-bulb lighting. SPS also introduced Solar Media, a platform with pre-loaded content (medical tips, farming methods, education) to share vital knowledge in remote regions.

Reference IMD-2661

Organization Shenzhen Power-Solution

Industry Energy;Utilities, Electricity Supply;Consumer Goods, Consumer Electronics

Available Languages English

Contact

Research Information & Knowledge Hub for additional information on IMD publications

Related topics

Sustainability

Customer Centricity

Innovation

Strategy

Browse all topics

Are stakeholders making or breaking your strategy?

By Paul Strebel Angeliki Papasava and Patrick Reinmoeller
in I by IMD Brain Circuits 1 May 2025

Summary

Contact

Research Information & Knowledge Hub for additional information on IMD publications

Related topics

Strategy

Stakeholder Management

Browse all topics

Leading Global Operations - Complexity and Change

By Ralf W. Seifert and Katrin Siebenbürger Hacki
in I by IMD

Summary

Leading global operations through complexity and change in 2025 means embracing AI and ML to streamline supply chains and meet rising demands.

Contact

Research Information & Knowledge Hub for additional information on IMD publications

Related topics

Artificial Intelligence

Digital

Leadership

Strategy

Supply Chain

Browse all topics

Detroit Entrepreneurship - Motor City Innovation

By Jerry Davis
in I by IMD 24 April 2025

Summary

Contact

Research Information & Knowledge Hub for additional information on IMD publications

Related topics

Competitiveness

Finance

Innovation

Strategy

Entrepreneurship

Technology Management

Browse all topics

Repairing reputational damage: don’t go the way of Boeing

By Michael Skapinker
in I by IMD

Summary

All organizations should have a plan to secure trust during, after (and even before) a crisis hits. Here are a host of examples, good and bad, to learn from.

Contact

Research Information & Knowledge Hub for additional information on IMD publications

Related topics

Leadership

Resilience

Strategy

Browse all topics

The price of innovation: Will Medacta compromise its DNA by embracing robotics?

By Carlos Cordon Antonio Di Brino Jesper Fibiger Frank Kristensen Soniya Soniya and Alison End Fineberg
Case reference: IMD-2663 ©2025

Summary

Medacta Group SA is a rising star in the orthopedics market, achieving global success through innovative products and techniques, with a particular emphasis on minimally invasive techniques that bring meaningful value to its patients. With its approaches such as Anterior Minimally Invasive Surgery (AMIS) for hip replacement and Kinematic Alignment for knees, Medacta offers high-quality techniques, supporting tools and cutting-edge implants. It also offers personalized surgeon education through the Medacta Orthopedic Research and Education (M.O.R.E.) Institute. Medacta is situated in an evolving landscape, with competitors including Stryker and Zimmer Biomet investing heavily in robotic technologies. Technological advances are being made in data-driven planning tools – including augmented reality – and research institutes are looking for the most advanced solutions as demanded by many hospitals and surgeons. Despite these trends in the industry, Medacta's CEO, Francesco Siccardi has concerns regarding the value of existing robotic systems, noting their lack of proven benefits in patient outcomes or cost reductions, especially in a context of increasing emphasis on value-based care and sustainability. The case explores the opportunities and challenges confronting Medacta as they decide whether to enter the orthopedic robotics market. The company wants to continue to differentiate itself and drive growth in line with its foundational principles of patient care, operational excellence and sustainable innovation. Today, Francesco faces a critical decision around whether now is the time to enter the robotics market and, if so, how Medacta should do so to preserve its culture and stay true to its DNA.

Reference IMD-2663

Organization Medacta Group

Industry Healthcare, Medical Device

Available Languages English

Contact

Research Information & Knowledge Hub for additional information on IMD publications

Related topics

Strategy

Innovation

Browse all topics

Efficient Green Transition - 4 Effective Strategies

By Salvatore Cantale and Frederikke Due Olsen
in I by IMD 14 April 2025