What other dysfunctions and features of Eli Lilly’s organizational “value network” seemed to be happening or causing it to miss important changes in its market?
Can you apply the concepts of “shifting basis of competition” and “jobs-to-be-done” to describe the mistakes at Eli Lilly during the period covered by the case versus the success of other companies in this industry? What other dysfunctions and features of Eli Lilly’s organizational “value network” seemed to be happening or causing it to miss important changes in its market? How would you fix this company? How would you use the ideas in Adams (Ch. 2 and 9) and the framework of the “Product Exploration Space’ to help Eli Lilly to think bigger about new opportunities? What organizational changes would you make as well?
