Johnson Johnson Case

The corporate strategy that Johnson& Johnson pursue is to encourage autonomy in each division and cultivate entrepreneurial culture throughout the organization. It has heavily relied on acquisitions to grow over the years to expand the company into a board range of businesses in the healthcare industry. As Johnson& Johnson has grew into a complex enterprise, granted near-total autonomy has fostered each division to develop and expand its best-seller products and to be responsible for their promised achievement. This independence attributes most to the company’s success. It also provides the firm with the ability to respond quickly to emerging opportunities. Each division has the freedom to develop its own strategy, and to work with its own resources. However, this decentralization brings up the company’s overhead costs. Merger and acquisition has also brought up quality control problems that some of its products have been recalled.
Johnson &Johnson has evolved to have top-notch products and strong skills in all three basic divisions: drugs, devices, and diagnostics, that few companies can compete for. To increase collaboration between these divisions will attract new business opportunities, and the firm will benefit from his convergence by allowing different units work together. Weldon has pushed all of its units to work together to deal with different health problems and to work on new opportunities.
As a leader, Weldon understands the importance of entrepreneurial spirit in the company. So he takes steps and cautions to foster collaboration among disparate operations. He set up groups that draw people from different division to work together on specific health problems, and each of the groups will be reported every six months on potential strategies and projects. He is also pushing for more internal growth that to accelerate top-and bottom-line growth. Weldon encourage employees to share database across the various business units to further improve