Case Studies

Pfizer War Games

Would joint ventures be a more viable strategy than acquisitions for the next decade? In the later half of 2000, many in the pharmaceutical industry were beginning to acquire diagnostics companies, believing this would be the best practice to serve the emerging personalization of medicine. Pfizer, however, turned to AFA to learn which potential alliances aligned most closely to its own culture, which could be most trusted, and which deals would carry lasting value.  The game prevented Pfizer from making a large investment that most likely would have been futile.

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Pfizer Futures Intelligence Network

How can leaders expand and diversify their thinking, enrich their strategic plans, and shift the organizational culture? AFA developed a corporate-wide network for Pfizer Global Research & Development that linked executives from different divisions around the world to gather intelligence on the future of the pharmaceutical industry. AFA helped the network maintain an ongoing scan of new ideas or developments and integrate alternative scenarios into their daily practices as well as corporate strategy, ultimately leading a culture of change across the entire business.

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IMS Health

How does a top executive team move past management conflicts while addressing strategic uncertainty? AFA helped IMS Health’s top executive team develop a new, fresh mindset throughout the organization, galvanized by a shared picture of success and informed by the systematic exploration of alternative futures. By turning the challenges they faced into opportunities, IMS Health sustained a high rate of growth for the next 15 years.

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Forest Products Co.

What strategy can ensure a subsidiary creates value without endangering the sustainability of the core business? A large forest products company hired AFA to explore strategic options for its electronic information business subsidiary. As the project unfolded, the senior management realized what would be needed for the electronic publishing unit to be successful, and decided to sell the operation at the right time for the maximum value. Selling later would have been reactive; selling the business earlier in the mid-1990s would have been too soon for the market.

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