Corporate governance

October 2020

Takeda: The governance of strategic transformation (B) (Japanese)

By Harry Korine, Kazuhiro Asakawa

The case series describes strategic transformation at Takeda, the largest Japanese pharmaceutical company, with a special focus on the R&D function. Since 2015, the 237-year-old industry doyen has narrowed its strategic focus from six to three therapeutic areas, reorganised its global R&D fo...

October 2020

Takeda: The Governance of Strategic Transformation (A) (Japanese)

By Harry Korine, Kazuhiro Asakawa

The case series describes strategic transformation at Takeda, the largest Japanese pharmaceutical company, with a special focus on the R&D function. Since 2015, the 237-year-old industry doyen has narrowed its strategic focus from six to three therapeutic areas, reorganised its global R&D fo...

November 2018

Takeda: The governance of strategic transformation (B)

By Harry Korine, Kazuhiro Asakawa

The case series describes strategic transformation at Takeda, the largest Japanese pharmaceutical company, with a special focus on the R&D function. Since 2015, the 237-year-old industry doyen has narrowed its strategic focus from six to three therapeutic areas, reorganised its global R&D fo...

November 2018

Takeda: The governance of strategic transformation (A)

By Harry Korine, Kazuhiro Asakawa

The case series describes strategic transformation at Takeda, the largest Japanese pharmaceutical company, with a special focus on the R&D function. Since 2015, the 237-year-old industry doyen has narrowed its strategic focus from six to three therapeutic areas, reorganised its global R&D fo...

January 2014

Kweku Adoboli at UBS

By S. Wiley Wakeman, Celia Moore

The UBS case outlines how individual ambition and lax organisational standards and oversight can lead to consistent unethical behaviour resulting in a crippling loss at a large investment bank. Even though the industry had as recently as 2007 been subject to the ramifications of similar behaviour wi...