英语论文网

iving priority to profits at the expense of the health of less advantaged people. Again, Novo Nordisk reacted fast. By engaging in dialogue with the NGOs, the company defined a new policy to strengthen the company's presence and development of medicines to combat diabetes in developing countries. A new pricing policy and the establishment of the World Diabetes Foundation in late 2001 can be seen as a strategic result of Novo Nordisk's response to the criticism. In general, issues of importance for sustainability in Novo Nordisk have changed from a predominantly environmental focus to a focus that includes health, safety and bioethics issues, and a focus on how to integrate issues of social responsibility. Sustainable leadership in practice To ensure an efficient and inclusive integration at the operational level of Novo Nordisk's strategic goals, the Novo Nordisk Way of Management was introduced in 1997. Integration and integration of sustainable business practices is a central dimension in this work (see Figure 2 [Figure omitted. See Article Image.]): The Novo Nordisk Way of Management serves as the solid footing from which innovative ideas can take off. Its immediate strengths lie in its consistency, coherence and systematic follow-up methods. It is the way we do things[8] . Working in a global business environment with the challenge of balancing national, cultural and even personal demands and diversified stakeholder expectations, Novo Nordisk management realized the need for a solid yet flexible, an encompassing yet measurable framework. The Novo Nordisk Way of Management was designed and introduced to strike a balance between corporate control and decentralized decision-making. It was implemented as a reaction to previous critique from subsidiaries to the increased centralization of company systems, procedures and routines at headquarters in Bagsværd in Denmark. Managers in foreign subsidiaries were dissatisfied as they found the systems rigid and not adaptive to the local situation and needs. As an illustration of this balance, Henrik Gürtler, CEO of Novo A/S, saw the Novo Nordisk Way of Management as an opportunity to develop new and motivating control systems throughout the entire organization: New initiatives and management programmes were introduced regularly, but they had no effect across borders. They were encapsulated and never seemed to make much difference outside corporate headquarters. It annoyed me, and when the Novo Nordisk Way of Management was designed as a new and overall guideline, I decided to do something about it[9] . Then CEO, Mads Øvlisen explained the Novo Nordisk Way of Management for all managers and employees in a letter in January 1997: The Novo Nordisk Way of Management is a comprehensive and easy-to-use guide which should allow you to use your insight and judgment in complying also with the "local" management and quality system derived from this corporate basis for use in functions and departments throughout Novo Nordisk[10] . The Novo Nordisk Way of Management extends beyond products and manufacturing operations to include all activities, and as such it is a broad frame that describes the rationale that should set the tone and the standards amongst managers and employees in the entire organization. Additionally, Novo Nordisk has also developed a vision, values, commitments, and fundamentals in order to inspire and guide its employees to achieve superior performance, shown in Table I [Figu