Gully: Executive Summary

Gully, 2014, pp. 470-471)
I think the drive to do this was for easier implementation of new initiatives, products or services across a company of 200+ products. A very structured process would not work for this company because the 3 business segments need to have different service introduction processes. They’re often launched in a mechanistic way so they can adapt these offerings in their fields; and even quicker than a centralized structure. The goal is the bottom line, so this could also train each respective division and bring them up to speed to effective sell these offerings within their markets; especially for this company because they launch from a product based company.

One thing I have noticed about the Johnson & Johnson ads is

that they’re almost always looking to develop client intimacy

(Top-down vs decentralized decisions – implementation, p. 292, para. 2).
2. How does J&J balance its globalized operations to ensure a community focus?
convergence. A melting of these operations
to fund other things to help you compete in the original business but also use it to get into new businesses.
Using innovation to maintain competitive ness
They don’t just throw money at people and say, “here go innovate and make us some money”, I see them as focusing on viewing themselves to operate in a “broader culture” (global market). I see them focused on creating a culture of innovation. They also put the right people, the right place. I didn’t get a sense that they’re about the profit, but about developing the product for the long run. Money is important, but I get the sense they’re focused on product and to create a culture where they tell people “go do what you do best in your community” and then they let them follow through.