EMBA Winter 2016

SMO 860: Management of Technology and Innovation

April ,07,2016

Case Analysis: Genzyme’s CSR Dilemma: How to Play Its HAND

Marcio Augusto da Matta augustod@ualberta.ca Dr. Anthony R. Briggs
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1. Introduction
Genzyme is a biotechnology company with a leading role in the world’s treatment for Orphan and neglected diseases. At the moment its Senior VP, Mr. Geragthy faces a time for decisions. The analysis momentum is over and he must propose the best direction for the company. I will go deeply inside the company and analyse the inside and outside scenario to be able to run the VRIO model and give my preference to Mr. Geragthy. 2. Genzyme’s history
All started with the supply of enzymes, fine chemicals and reagents to research and pharmaceutical companies. Its founder, Mr. Henry Blair since the beginning had a vision to become a world leader and always focused by identifying patient’s needs, targeting a focused technology capability, and developing a set of values that clearly defined its role as a corporation society.
Since the beginning the strategy was on orphaned diseases and it reflected in its portfolio of drugs and achieving the leadership with revenues of almost $4 billion in 2007.
In 1983 Mr. Blair felt the need for help and brought on board Mr. Henri Termeer who had a very important role on the company’s development and together they have taken the company public and launched the orphan drug application for the enzyme that turned to be a turn around point for Genzyme.
Since the beginning Mr. Termeer saw the importance of R & D to build a diversified pipeline of products.

3. The Corporate Social Responsibility importance
Genzyme decided to take a radically different approach to the business due its patient focused culture and its sense of