Leaders-In-Action: Business.com


LifeScan, a Johnson & Johnson company and a leading maker of blood glucose monitoring systems for home and hospital use, wanted to enter the key markets of India and China with its path-breaking diabetes product.

J&J flew some 60 of its senior executives from around the world to Singapore. The challenge was to come up with an adaptive strategy for market entry that would be embraced by all stakeholders—patients, nurses, doctors, government regulators—in the India and China markets.


J&J LifeScan senior managers used a Leadership-In-Action workshop to develop strategies for mastering diabetes in India and China while developing their global leadership competencies.

The problem was that the strategic intent they first came up with was from the vantage point of the corporate headquarters. It was all about maximizing profits and shareholder value and did not come from the vantage point of China or India. The company had ignored the end user.

Virender Sherawat, Plant Manager, Baddi, India

And the end user is critical to Johnson & Johnson. A key facet of J&J’s credo, a topic of Harvard Business School cases, is to put patients first. ¨We believe our first responsibility is to the doctors, nurses and patients, to mothers and fathers and all others who use our products and services. In meeting their needs everything we do must be of high quality.¨

The Global Leader Pyramid became the leadership framework and the diagnostic tool for seeing what’s missing and what’s next.

The company gave Communicate or Die and Culture Clash books for all executives to guide them in communicating effectively with each other and across cultures.


Johnson & Johnson now takes some 60% of China’s market share in blood glucose testing products. J&J LifeScan’s senior leaders built a shared understanding of the importance of giving away leadership and ownership, of co-creating vision collaboratively, and of staying in relationship and vision before jumping into strategy and action.

The Global Leader Pyramid Poster™The_poster.html
A Team/Project Troubleshooting Tool.The_poster.html
Communicate or DieCommunicate_or_Die_-_the_book.html
Leading Through Language.Communicate_or_Die_-_the_book.html
Culture ClashCulture_Clash_-_the_book.html
Manage Effectively Across Borders.Culture_Clash_-_the_book.html


Build Leadership on the job.Leadership-In-Action.html
Speaking & KeynotesSpeaking_%26_keynotes.html
Think & Lead

—Sandra Thompson, VP Human Resources, Animas, a Johnson & Johnson Company


“We accomplished more than I would have even expected,” said Sandra Thompson, VP Human Resources. “This is being seen by the senior leadership as having the potential to shape how all of Johnson & Johnson does business.”



to Master


Johnson & Johnson

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