A Time for Growth : An Interview With Amgen CEO Kevin Sharer  

Oleh:

Hemp, Paul ; Sharer, Kevin

Jenis: Article from Bulletin/Magazine - ilmiah internasional
Dalam koleksi: Harvard Business Review bisa di lihat di link (http://web.b.ebscohost.com/ehost/command/detail?sid=f227f0b4-7315-44a4-a7f7-a7cd8cbad80b%40sessionmgr114&vid=12&hid=105&bdata=JnNpdGU9ZWhvc3QtbGl2ZQ%3d%3d#db=bth&jid=HBR) vol. 82 no. 7-8 (Jul. 2004), page 66-75.
Topik: GROWTH; CEO; change management; corporate culture; growth management; leadership; management teams; organizational structure

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Perpustakaan Pusat (Semanggi) Nomor Panggil: HH10.26 Non-tandon: 1 (dapat dipinjam: 0) Tandon: tidak ada

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Fast growth is a nice problem to have - but a hard one to manage well. In this interview, Kevin Sharer, the CEO of biotech giant Amgen, talks about the special challenges leaders face when their companies are on a roll. Sharer, who was also head of marketing at pre - WorldCom MCI and a division head and a staff assistant to Jack Welch at GE, offers insights drawn from his own experience- -and from his own self - proclaimed blunders : "I learned the hard way that you need to become credible and enlist support inside the company before you start trying to be a change agent. If you think you're going to make change happen simply by force of personality or position or intellect, you'd better think again." And change there was : Under Sharer's leadership, Amgen overhauled its management team, altered its culture, and launched a couple of blockbuster products. How do chief executives survive in that kind of dizzying environment ? "A CEO must always be switching between different altitudes - tasks of different levels of abstraction and specificity," Sharer says. "You might need to spend time working on a redesign of your organizational structure and then quickly switch to drafting a memo to all employees aimed at reinforcing one of the company's values." Having a supportive and capable top team is also key.

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