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Pivot! An ambitious leadership development programme at pharma giant Merck is a case study in breaking down boundaries – and changing company culture from the grassroots up. Megan Yuan and Liz Mellon report

Dialogue Q4 2019

Seven years ago, Merck’s senior leaders took a long, hard look at the company and decided that the way it developed its leaders had to change. In an increasingly chaotic and uncertain world, it felt as though the external environment was changing faster than Merck. Multiple business challenges were racing towards them: new technology, a product pipeline drought, new business models, shifting customer needs, double digit growth in emerging markets, and new competitors. Carl Segerstrom, now vice-president, human resources, at Merck Manufacturing, was one of the founders of the new approach. “We were skilled at building US and Western European talent in their function – manufacturing, human health or research. What we needed instead were general managers who could see, understand and manage the whole business. We wanted to build a globally diverse leadership cohort and break

When participants move outside their country, there is an exponential growth. They are tested and their grit and resilience emerge Linda Garrett, key talent leadership learning

Profile for LID Business Media

Dialogue Q4 2019  

Today’s global economy is shaped more by businesses than by nation states: by the goods and services they provide, the networks and supply c...

Dialogue Q4 2019  

Today’s global economy is shaped more by businesses than by nation states: by the goods and services they provide, the networks and supply c...