This research study investigates how the Danish rooted multinational pharmaceutical Novo Nordisk can decentralize their leadership development program ‘GROW’ to the production sites in France and China, while bridging immense cultural gaps. Applying the theoretical frameworks of House at al. (2004) and Rodrigues et al. (2000) did not capture the complexity, which Novo Nordisk is facing to develop leadership talent judging from the rich data set we collected from ‘GROW’ candidates. This led us to alter the estab-lished frameworks to further investigate culture contingent endorsed leadership styles and teaching- and learning preferences. Further, this rich data set of 39 semi-structured inter-views with Danish, French and Chinese ‘GROW’ participants and high-ranking Novo Nordisk employees allows for concrete recommendations for the future success of Novo Nordisk Product Supply’s local leadership development programs.
|Educations||MSc in Strategy, Organization and Leadership, (Graduate Programme) Final Thesis|
|Number of pages||120|