Business alliances at Eli Lilly: a successful innovation strategy

Author： Stach Gary  

Publisher： Emerald Group Publishing Ltd

ISSN： 1087-8572

Source： Strategy and Leadership, Vol.34, Iss.5, 2006-09, pp. : 28-33

Disclaimer: Any content in publications that violate the sovereignty, the constitution or regulations of the PRC is not accepted or approved by CNPIEC.

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Abstract

Purpose ‐ Eli Lilly's director of alliance management tells how the company has learned to make a success of its partnership strategy. Design/methodology/approach ‐ The author describes best practices and key principles. Findings ‐ The Lilly process has proven successful ‐ of the last six products the firm has launched, four are promoted with a partner. Practical implications ‐ Lilly has developed a "three-dimensional fit" analysis that helps the firm identify elements of strategic fit, cultural fit and operational fit between Lilly and a partner company. Originality/value ‐ Lilly describes how the elements of their alliance program increase the likelihood of success for individual partnerships and how a continuous learning process contributes to the success of future alliances.

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