Executive summary
We have analyzed Pfizer in detail in seven areas: the company's information and control systems, the size and life cycle of the organization, the organizational culture, the company's ethical values, the company's ability to innovate, the company's decision-making process, and how conflict is handled within the company, and have given detailed examples to substantiate the points we have made. Each part of our paper is a key influencing factor for Pfizer's continued growth. So, for Pfizer and other similar companies, the problems or weaknesses that need to be addressed in order to be successful are manifold, not only in terms of basic technical support such as technical support systems and information systems, but also in terms of organizational culture, corporate ethics, the company's perception of the life cycle and the company's ability to handle internal conflicts and contradictions, and innovation and development. Our research found that the application of automated information technology deserves to become the most powerful means to improve productivity and optimize management; on October 16, 2009 Pfizer announced that it had officially completed the acquisition of Wyeth, and Pfizer has entered a mature stage of development; Pfizer's corporate culture in order to achieve Pfizer's goals and fulfill Pfizer's mission, Pfizer adheres to the core values that are the foundation of Pfizer's business success At the same time, Pfizer has paid great attention to innovation, and Pfizer has not only developed new models, but has also been able to evolve its models and achieve new innovations in the face of new challenges, thus promoting biopharmaceutical development; finally, from the development of the Office of the Organizational Ombudsman system introduced by Pfizer, its Office of the Organizational Ombudsman The system has a very important role in the prevention and management of corporate conflicts.
In the context of economic globalization, the increasingly fierce market competition has posed an increasingly serious challenge to the survival and development of enterprises. This challenge forces companies to continuously improve, protect and create their own competitive capabilities in order to sustain survival and development , which requires Pfizer to continuously innovate existing technologies, management mechanisms, and development models to seek new development opportunities. At the same time, in recent years, Pfizer and most of the global industry companies are facing this changing global social environment and the background of the new crown epidemic, Pfizer also needs to systematically analyze the possible risks and make dynamic adjustments to adapt to the market needs.
Contents
- Information technology and control systems 3
2.Organization size, life cycle, and possible decline 4
2.1Organization size 4
2.2life cycle 5
2.3possible decline 5
3.Organizational culture 6
4.Ethical values 6
5.Innovation and change 8
6.Decision making processes 11
7.Conflict, power, and politics 13
8.Recommendations 15 - Information technology and control systems
With the development of the pharmaceutical industry today, more and more attention is paid to production efficiency and cost saving, and the application of automatic information technology has become the most powerful means to improve production efficiency and optimize management. Many successful cases in the industry also make us deeply feel the great changes brought by automatic information technology to the pharmaceutical industry. In a sense, The application degree of automatic information technology determines the competitiveness and development space of a pharmaceutical factory. The pharmaceutical industry will still focus on process control and automatic control .
Remote diagnosis technology, remote intelligent fault diagnosis technology based on Internet, is a new technology developed in recent years with the rapid development of network technology and the integration of traditional fault diagnosis and advanced science and technology in the fields of computer science, communication and so on. In recent years, it has achieved great development in the world and played a great role in ensuring the safe, stable and long-term high-quality operation of equipment. With the development of electromechanical integration of pharmaceutical enterprises, the dependence on automatic control information system is becoming higher and higher. With the large-scale relocation of pharmaceutical enterprises, most of them are far away from urban areas. When the production system fails, It is difficult for technical experts to arrive at the production site all day at the first time, which makes the pharmaceutical industry pay more and more attention to the application and development of remote diagnosis technology. Making full use of this technology can effectively make use of remote material and intellectual resources, obtain and process remote equipment information and data, and realize remote fault diagnosis and troubleshooting, It can greatly improve the efficiency and quality of equipment maintenance and management.
In the pharmaceutical field, there are many strict specifications. How to ensure that the production process complies with the requirements of laws and regulations of the pharmaceutical industry through instruments and automatic control and management. Nowadays, pharmaceutical production is more and more restricted by laws, regulations and predetermined indicators. In particular, archives management has become a real focus. The food and Drug Administration of the United States, FDA or the pharmaceutical industry commission of the European Union strictly require that the whole process of drug production must comply with clearly defined principles. It is particularly important to comply with the current GMP regulations and Chapter 11 (Part 11) of federal regulation 21 (cfr21) on electronic record and document management, electronic signature and authorization of process control system. In 2002, Pfizer (Pfizer pharmaceutical) company has established a “central electronic archive” (CEA) for long-term access to archives.
The world's 20 top pharmaceutical companies and first-class biotechnology companies, including Pfizer, Bayer healthcare, Novartis, Merck and Jianzan, have planned the model of digital chemical plant and implemented MES (production execution management system) and batch flexible multi variety production management system, Pfizer has adopted the solution in its global production network.
Batch system complies with ISA S88 international standard. The components of user management and electronic signature comply with the relevant provisions of section 11 of Chapter 21 of federal regulations (cfr21 Part11). The whole system can realize multi variety formula management, formula verification, formula release, management, verification, release and implementation of production plan, digital signature and user authorization management.
Management, until the whole production line meets the management and control of batch production process required by FDA, and automatically generates a production batch report management system with audit trail function, so as to realize flexible and efficient multi variety production.
Planning and implementing production execution system (MES) is a technical means to realize the innovation of production process management. This structure combines advanced process manufacturing technology, modern management technology and information technology represented by advanced control, integrates all aspects of enterprise operation and management, production process control, operation and management, and controls and manages it as a whole, Realizing the optimal operation, control and management of enterprises has become an important technical means to improve Pfizer's competitiveness. Manufacturing execution system (MES) is a computer system based on the production activities of the whole enterprise. Using the management means and information of MES, enterprises can optimize all links in the whole production process from formulating production output to managing final products. Using real-time and accurate data, MES guides, manages and records various production activities of the enterprise, provides timely and accurate information for the enterprise, and enables the enterprise to adjust production in time according to the changes of the external environment. As a result, the ineffective production activities of the enterprise are reduced, the production efficiency of the enterprise is improved, the utilization rate of production equipment is improved, the product quality is improved, the inventory is reduced, the supply cycle is shortened, and finally the profitability of the enterprise is improved.
Pfizer applies ERP (Enterprise Resource Planning) system to realize the optimization of enterprise business process. ERP (Enterprise Resource Planning) system optimizes the company's core business process around three major flows - logistics, capital flow and information flow, removes non value-added links, strictly standardizes the operation specifications of each node in the process, and establishes an efficient business process that meets the company's business needs and modern management requirements. Carry out business process reengineering and optimize the company's core business processes.
2.Organization size, life cycle, and possible decline
2.1Organization size
In 2020, it had a revenue of US $53.6 billion, 40 production bases around the world, businesses in about 125 countries and regions around the world, and the sales of eight products exceeded US $1 billion. Since 2018, it has added more than 180 R & D cooperation institutions and more than 90000 employees around the world. In terms of R & D personnel composition, Pfizer also has the largest scale of R & D personnel. From 1999 to 2018, the total cumulative R & D personnel reached 413000 (the sum of R & D personnel reported every year), maintaining an average scale of 20700 per year. Despite the large scale of R & D personnel, the proportion of R & D personnel of Pfizer is not high, with an average of 14.71%, lower than the average level of pharmaceutical giants .
2.2life cycle
The life cycle of an enterprise is the complex trajectory of its evolution and expansion, including the stages of its development, growth, maturity and decline. The purpose of the life cycle theory is to help enterprises to find a specific form of organisational structure that can be adapted to their features and to continue their development in various life cycle stages, so that they can find a relatively better model for internal management to maintain their development capacity and give full play to their distinctive advantages in each life cycle stage, thus extending their life cycle and helping them to achieve sustainable development. This helps companies to achieve their own sustainable development.
Two main life cycle approaches exist - the traditional, rather mechanical view of market development (product life cycle/industry life cycle) and the more challenging one that looks at how customer needs evolve over time and are met by different products and technologies (demand life cycle).
Creation and development :
Pfizer was established in 1849 as a company that produced chemicals as its main business, with drugs as one of the chemicals in the company's scope of business.
The company grew rapidly as the war progressed, becoming one of the greater producers of chemicals in the United States.
grow up:
World War II provided a further chance for Pfizer to grow, as it was the sole manufacturer of penicillin using its fermentation method, which not only produced huge quantities but also at very low cost, providing the US military with a large number of relatively inexpensive penicillin products, and the company used this occasion to rapidly scale up. World War II provided a further chance for Pfizer to grow, as it was the sole manufacturer of penicillin using its fermentation method, which not only produced huge quantities but also at very low cost, providing the US military with a large number of relatively inexpensive penicillin products, and the company used this occasion to rapidly scale up.
The post-war company Pfizer succeeded in developing the broad-spectrum antitoxin hygromycin in 1951. The subsequent success of the development of drugs such as tetracycline and piroxicam all brought enormous commercial interest to Pfizer. These drugs have gone on to become classics in clinical practice, and many of Pfizer's developments have thus become classics in drug design.
Maturity:
In 2009, Pfizer, already the world's biggest drug maker, and rival Wyeth declared that the companies had finalised a merger agreement whereby Pfizer would acquire Wyeth for cash plus a share swap at the latter's current US$ share price, for a total of approximately US$68 billion. The acquisition will further strengthen Pfizer's position as the world's largest drug maker.
2.3possible decline
For pharmaceutical enterprises, R & D investment is the top priority, but huge investment may not bring the expected return. In the context of the new crown pandemic, apart from R & D issues, Pfizer also faces problems such as slowing performance growth, aging products, expiration of drug patents and so on. Data show that in 2016, 11 of Pfizer's 18 major products sold worldwide had negative growth rates. Many other global best-selling drugs are likely to face new challenges from generic drugs this year.
3.Organizational culture
To achieve Pfizer's purpose and fulfill Pfizer's business mission, Pfizer is committed to the key values that are the foundation of Pfizer's business success and reflect the enduring characteristics of Pfizer and Pfizer people.
Customer Focus: We are dedicated to satisfying the needs of our customers and are continually focused on client delight.
Community Spirit: We proactively make every neighborhood in which we are involved a better and more enjoyable places to reside and operate because we understand that the continued lifeblood of a livelihood has a direct effect on the healthy long-term growth of our company.
Respect for others: We recognise that our customers come first: we are committed to meeting the needs of our customers and are continually focused on client fulfilment.
Strive for the top: We strive to continuously improve our performance and evaluate results carefully, while never compromising on our principles of integrity and respect for others.
Teamwork: We understand that as a winning company, we need to work well together, regularly crossing sectoral and geographical lines to address the evolving needs of our client base.
Leadership: We trust that managers are able to motivate those around them by way of knowledge sharing and awarding individual excellence. We endeavour to give people who have the ability to lead a chance at all stages of the business.
Quality: Our quality is firmly entrenched in what our people do and in all that we value. We are focused on bringing high quality health products to the world. Our line of business conduct and workmanship deliver high quality outputs that transcend the requirements of all stake holders.
Innovation: Creativity is the critical to better health and to sustaining Pfizer's ongoing growth and profitability. For our people is the foundation of Pfizer's sustainability. We view the variety of our people as a sign of great strength, and are particularly proud of Pfizer's long history of putting people first and treating others with respect.
4.Ethical values
In the context of economic growth, the intensifying market challenges to the viability and evolution of businesses are becoming increasingly severe. This challenge forces firms to continuously upgrade, defend and build their competitive capabilities in order to continue to thrive and grow. With the advancement of modern science and engineering, the gap between identical products is becoming smaller and smaller, and the rivalry between firms will gradually shift from tangible competition for products to intangible competition for reputation and image. To enhance the core competitiveness of enterprises, it is no longer possible to rely solely on material factors such as technology and capital, but also to play the role of other non-material factors, among which, corporate ethical values are a very important non-material factor. Since the globalisation of the economy and the diversification of competition among enterprises, the construction of ethical values has become more urgent, and the lack of ethical values in enterprises has led to many problems in the development of enterprises and society .
At present, there are five mainstream theories of corporate ethics and values. According to the industry of Pfizer and its unique nature, it is more appropriate to use the theory of corporate social responsibility.
Corporate social responsibility (CSR) is an influential notion that has appeared in a number of Western disciplinary fields since the 20th century. The concept has emerged with great frequency in legal, economic, ethical, political and management circles and has received much attention from all disciplines, and in the 1990s it began to spread to China and other developing countries. As the business community recognizes, CSR means that a company is responsible for any actions it takes that affect people, society and the environment. It means that behavior that is harmful to people and society should be recognized and, where possible, corrected.
- Green and sustainable development
All along, adhering to the concept of "green Pfizer", we are committed to environmental protection, strive to achieve a harmonious balance between man and nature, and promote production activities to be safe, effective and sustainable for ourselves, the environment and the community. For a long time, Pfizer has always actively fulfilled its corporate social responsibility while paying high attention to product quality, integrated the sustainable development of the environment into its business, and actively adopted the most advanced technology to reduce energy consumption and environmental impact. - Health promotion patients first
Pfizer gives full play to its professional advantages, integrates resources and cooperates with the government, medical professionals and professional institutions to support the government's health strategy in an all-round and multi-level way. By helping to reform the medical and health system, improve the medical and health service system, provide medical education and improve the ability of medical and health professionals, so as to meet the people's demand for full-cycle health services. - Support public welfare
Pfizer has been actively undertaking corporate social responsibility and fulfilling its corporate citizenship obligations.
Pfizer has always been committed to corporate social responsibility, fulfilling its corporate citizenship obligations and complying with business regulations and business ethics in its business activities. At the same time, Pfizer works with governments, medical institutions, doctors and communities to actively support educational activities on diseases such as AIDS, hypertension, arthritis and male sexual dysfunction, and mental health.
In recent years, with the support and guidance of governments, Pfizer has worked with the World Health Foundation, Family Health International, the American Cancer Society and the World Health Organization. In recent years, with the support and guidance of governments, Pfizer has worked with the World Health Foundation, Family Health International, the American Cancer Society, the Asia Foundation and the China Health Express Foundation to implement a number of health assistance and training programs. These projects cover AIDS prevention and control education, hospital leadership training, nurse care training, pilot new rural cooperative medical care, women's health awareness education, professional training for ophthalmologists in poor areas and free sight restoration surgery for cataract patients, community management of chronic diseases such as hypertension and smoking cessation promotion.
Pfizer people warm themselves and illuminate others through a series of voluntary activities of love and responsibility! Volunteer service projects carefully designed and organized by volunteers in different regions of the world have been serialized and normalized, and have been implemented in many countries, regions and cities. In 2020, Pfizer employees and their families participated in 900 volunteers, with 3772 hours of volunteer service.
At the same time, the value of enterprise technology ethics with innovation as the core is also more prominent in Pfizer. The 21st century is the era of knowledge economy, and its core is "science and technology is the first productive force". Whoever transforms scientific and Technological Development and the latest scientific research achievements into real productive forces will grasp the initiative of competition and seize the commanding height of market competition. Enterprise technical capabilities (refers to the collection of skills and knowledge with technical characteristics or attached to professional technicians) is the key to obtain the core competitiveness of enterprises, and occupies a very clear and prominent position in the enterprise core competence system. Technological progress is the ultimate guarantee for enterprises to win the competition in the market and brings immeasurable benefits to enterprises. Therefore, enterprises must rely on technological progress, develop new products and innovate constantly. However, it is undeniable that technological innovation may also bring disasters to society. For example, while air conditioning brings convenience, its refrigerant Freon has brought great harm to the earth's ozone layer. Therefore, as the main operator of technological innovation, enterprises have the responsibility to pay attention to ethics and guard technological innovation with ethical wisdom .
- Around 2010, Pfizer had many innovative R & D projects. Finally, the management decided to concentrate and reallocate resources to five fields: cancer, internal medicine, vaccine, psychiatry and rare diseases. In these five areas, Pfizer can bring the greatest value to shareholders and patients in the medium and short term. The field of cancer is currently a key strategic area for Pfizer. Globally, Pfizer has 22 kinds of cancer drugs and biologically similar drugs, which involve more than 30 indications, including breast cancer, lung cancer, kidney cancer, prostate cancer, leukemia and melanoma. With these changes, Pfizer has also realized the improvement of R & D productivity.
- Pfizer is the world's No. 1 prescription drug R & D enterprise for many years. Pfizer's R & D is not only carried out in the U.S. headquarters. For Pfizer's important overseas markets, Pfizer has always attached importance to the construction of local R & D capacity. Pfizer's American scientists and scientists from all over the world work together to carry out innovative R & D and increase cooperation with foreign institutions.
5.Innovation and change
With the continuous development of biomedicine and the increasing needs of society, the biomedical ecosystem is facing unprecedented pressure, challenges and competition, and factors such as the long cycle time and rapid cost increase in the biomedical industry and pharmaceutical industry are important reasons for the intensification of its challenges (Patel & Coyle, 2013, p.316). For companies like Pfizer, it is crucial to continuously improve R&D capabilities and innovation, which is a new requirement imposed by the evolving economic and social environment. Patel & Coyle (2013, p.316) summarize Pfizer's innovation in the area of R&D capability improvement. We know that partnerships have been a long-standing concept in both academia and industry development, not a new term or a new concept, however, for companies, the design of cooperation between partners and company development has changed with the changing economic and social environment. For example, in 2010, Pfizer established the Center for Therapeutic Innovation, a development strategy that was decisive for Pfizer because it enabled a true partnership with academia, greater transparency, shared decision-making, and more complete incentives to help the company achieve true sustainability.
There has been a lot of literature that has studied the relationship between industry-academia collaboration, the factors that influence the development of this collaboration and the impact on the development of companies, for example, Collinson &Quinn(2002,p.415) studied the impact of industry-academia collaboration on the growth of small and medium-sized enterprises and Wohlin et al. (2011,p.67) analyzed the influencing factors that drive the successful development of collaboration between industry and research. In general, Pfizer's innovation strategy in enhancing its own R&D capabilities is the key factor that enables its continuous development, and this innovation is reflected in the cooperation model (cooperation between academic research and industrial development), which we will then analyze and elaborate in detail.
As we know, investment is the traditional form of cooperation between corporate development or industry development and academic cooperation, and there is no consideration of partnership between companies and academia and research field development. We still refer to the study of Patel & Coyle (2013, p.316) to summarize this innovation partnership model of Pfizer, the abbreviation of the Center for Therapeutic Innovation is CTI, and in the next part we use CTI to denote this center. The main task of this innovation center is to work together to discover and develop new treatments. We know that the ultimate effectiveness of a treatment requires a long time and many steps from discovery to the clinic, and CTI is a full process collaboration model with common resources. The benefits of this model are obvious. First of all, collaboration with academia or scientific fields can achieve coexistence, for example, laboratory resources can be shared with universities, and specialized tools provided by laboratories and some compound libraries are necessary for biopharmaceutical development. In general, the partnerships established between industries do not necessarily give them the ability to develop competitive products, whereas with universities they can help them solve some problems that cannot be solved independently, and the potential of this model of collaboration to implement and create added value is very high (Ivascu et al., 2016, p.674). Secondly, the team is also one of the key factors that help Pfizer to achieve growth, and a collaborative model like the innovation center allows for the integration of team resources. Pfizer's team consists of scientists from our company, researchers from academia, PhDs from universities, and other scholars, achieving a differentiated integration of thinking, capabilities, and resources, which has laid a solid foundation for its development.
In addition to the establishment of the Innovation Center in 2010, Pfizer has been constantly experimenting with the innovation process of the interoperability model and exploring new modes of cooperation so as to continuously adapt to new development needs. After the emergence of this model of industry-research collaboration at Pfizer, a new model of collaboration for common goals has emerged, which is lost more focused on the complementary expertise. And at the same time, new stakeholders have emerged in the biopharmaceutical field, such as foundations and other organizations that have also become interested in the development of new therapies and have become stakeholders, creating a new test for Pfizer's collaboration model. in November 2012, in order to adapt to the new development needs, Pfizer formed a think new collaboration, which can be summarized as a new ecosystem, forming a in 2018, in order to adapt to the new needs, Pfizer developed a new collaboration model, the Innovative Targeted Research Network (ITEN), which focuses on enabling collaborations with academic institutions and researchers in relevant scientific fields. Pfizer's first participants in this model included the University of Cambridge, the University of Oxford, and the University of Texas Southwestern Medical Center, and this partnership allowed Pfizer to identify project mechanisms in its core business and to lay new foundations for its growth. Pfizer's ITEN model, whose main purpose is to strengthen academic collaborations and thus advance drug development, is an innovative development that can complement the CTI model. As Schoenbeck, an internal member of the company, asserts, "By focusing on research collaborations around early-stage biological and therapeutic concepts, our ITEN collaboration will seek out innovative technologies and, as the research program progresses, we will work with the institution to adopt a therapeutically coordinated research organization or move the program to the clinical stage through CTI."
6.Decision making processes
In summary, top-down and bottom-up are two different ways of thinking about the work of an organization or a company. Top-down means that the decision-making power of the company's development is in the hands of the top leaders, who make decisions, deal with possible conflicts and coordinate the daily business of each department; while bottom-up means that most of the decision-making power of the company or organization is given to the middle and lower levels of the company, and the top level is mainly responsible for the long-term strategy of the company and some things related to the long-term development of the company. It is not directly involved in the day-to-day management of the organization's affairs and departments. In the conflict analysis section of this paper, we will analyze how Pfizer handles internal conflicts by using the company's established monitoring system as an example, which is a special organization that does not represent either the company or individuals.
Pfizer is a century-old company with sound management and a strong human resource base. The next paper will use Pfizer's marketing strategy as an example to illustrate its decision making model. Pfizer's marketing, first of all, is the establishment of a well-established and strong team of pharmaceutical representatives. These representatives are always in close contact with medical institutions, universities, and patients to understand their needs, provide timely answers, and provide feedback to the company. At the same time, they also coordinate academic conferences to familiarize doctors and researchers with Pfizer products. It is through the efforts of the medical representatives that Pfizer's drugs are recommended more often to patients by physicians, thus expanding the company's sales . As can be seen, Pfizer operates a bottom-up decision-making model where employees are empowered to make decisions in their areas.
According to the annual report from the company's website, Pfizer had revenues of $53.6 billion in 2020, with 40 manufacturing sites worldwide, operations in about 125 countries and territories, and sales of a total of eight products exceeding $1 billion. Judging from the data, Pfizer has high sales revenue. Next, we will take its sales model in China as an example to analyze Pfizer's sales model in detail, so as to help us understand the sales factors that lead Pfizer to success and discover its decision model from it. Specifically, the sales model is divided into five steps: analysis and planning, acquisition and sharing, preparation and appointment, professional visit, and summary and follow-up. The high degree of autonomy of the regional manager in the product sales process also places certain requirements on the regional manager to have the ability to improve performance by identifying potential customers. From this segment we can also see that Pfizer employees are empowered to make decisions in their area and the regional managers in the sales segment can make certain decisions in that area, which is also a requirement for the managers. Pfizer has a marketing philosophy of its own. Pfizer believes that in addition to promoting patient access to the drugs developed by their company, the development of new drugs in the laboratory is equally important, and they adhere to a marketing philosophy that serves both physicians and patients, which means that they adhere to serving the end customer. As a result, Pfizer has established a broad sales channel and continues to expand it by adhering to this philosophy. One of its marketing features is the model of using medical representatives as managers, which has been mentioned above. Pfizer has established a pharmaceutical sales channel with medical representatives as the core, reducing the sales chain and improving the sales capacity of the channel. These representatives not only promote the company's products, but also communicate directly with customers. The face-to-face communication format allows them to grasp more precise customer needs in a timely manner, thus providing information for the company's research and development.
In addition, Pfizer created its own sales forecasting methodology, and used it to develop a decision support system for local sales managers, which is based on personal computers. Finally, the power to make decisions was given to the regional managers, so from this example, Pfizer's employees were given the power and responsibility to make decisions.
In general, different decision models apply to different companies and there are also many studies in the literature that analyze the decision models of companies, for example, Yang & Huang (2000, p. 225-239) analyzed the decision models of the outsourcing industry, their study concluded that the existing decision models of the outsourcing industry are inadequate and need to consider other factors such as management, strategy, economics, technology, and quality, and finally His mom and child proposed a decision making model, thus helping in the development of outsourcing strategies. So, different industries and different fields correspond to different decision models. And in particular, the strategic decision of pharmaceutical companies is more complex and needs to consider its strategy and long-term business value, therefore, the strategic decision problem of pharmaceutical companies has become a hot spot for many research concerns, Toker et al. (2013, p.101) provided a licensing method for pharmaceutical industry, which is systematic and based on fuzzy hierarchical analysis for decision makers in pharmaceutical industry to propose a new decision model is evaluated for the licensing potential of different products that may fit in their portfolio and finally they also applied the model proposed in the study with an example of a pharmaceutical company from Turkey to verify the feasibility of the model. Finally, he suggested that decision makers need to properly view and analyze the subjective perceptions that may exist in the decision making process as well as the uncertainty that comes from experience or the ambiguity that may exist in the decision and that multi-criteria decision making systems require the participation of experts from different fields to achieve group decision making (Toker et al., 2013, p.112).
7.Conflict, power, and politics
Interpersonal conflict is one of the most important topics of concern to us. Today's organizations are becoming more and more complex, and one of the effective ways to improve leadership effectiveness is to enhance teamwork among managers. However, many studies in the literature have confirmed the difficulty of management teamwork, in which the need to facilitate the right decisions of the management team can easily lead to interpersonal conflicts. Corresponding to relational conflict is task conflict, and there have been many studies in the literature that have addressed the topics of relational conflict and task conflict, and most studies have concluded that task conflict is easy to resolve and can be resolved by analyzing the facts of the event. In contrast, relational conflict is more of a confrontation of emotional factors, differences between personalities, and cognitive differences, so the resolution of relational conflict is complex and critical to the company's development to life (Amason, 1996, p.124; Eisenhardt, 1989, p.543 ), because if the company team is caught in relational conflict, it will make the company team, and the company's development suffer.
For Pfizer, political rights exist within the company, but this is not a very political environment, the political environment is the sum of phenomena and conditions faced by a particular political subject to engage in political life. Internal conflict is a problem that every company faces, but for most companies, conflict management is top-down type, where leaders want to control employees, but employees are not necessarily controlled by the leaders, which leads to certain limitations in management systems, so how to manage conflict more effectively becomes a major challenge for companies.
Founded in 1849, Pfizer, with his headquarters in New York City, USA, is the world's largest R&D-based biopharmaceutical company. Pfizer's factories and employees are located all over the world, and its enterprise is very large and the number of employees within the company is very large and varied, so the management issues faced by Pfizer are more complex and varied than those faced by some other general enterprises. Next, let's take the system of the Office of the Ombudsman within the Pfizer organization as an example.
In 2011, Pfizer was advised by regulators to provide a confidential communication channel for employees, and Pfizer accepted the recommendation to establish an office management system to prevent risks to the company's growth, known as the Office of the Organizational Ombudsman. Pfizer's establishment of this system was based on comprehensive research and the agreement of the Board of Directors. The system ran until 2015, when the company's internal managers decided that the system would be very helpful in resolving some internal conflict management issues, and added the element of resources, making the previously established system complementary and extended, and Pfizer also began to promote the system to other countries and regions around the world from this moment on, for example, Pfizer set up the Asia Regional Ombudsman Office in China. So, what exactly is the ombudsman in the organization and what are his functions? According to the explanations in the materials, the main work of the Organizational Ombudsmen is to share the company's internal resources, answer employees' questions, and help solve the problems of the company's internal staff. Therefore, the organizational ombudsman can be considered an informal resource. Specifically, there are four basic principles of intra-organizational ombudsmen. One is confidentiality, which means that the content of the conversation between the ombudsman and the employee needs to be completely confidential. The second is independence. The Office of the Ombudsman within the organization is a completely independent department, and he is independent of the management team. Third, neutrality and impartiality, the ombudsman must be objective and impartial in his or her conversations, and his or her conversations do not represent the employee or the company, and need to be completely neutral and impartial. Fourth, informality. It is clear that Pfizer's organizational ombudsman office is an informal body that does not participate in the organization's decision-making behavior.
From the development of Pfizer's introduction of an organizational ombudsman office system, it is clear that although an organizational ombudsman office system plays a very important role in preventing and managing conflict in a company, not every company is suitable for building such a system. Therefore, when a company wants to introduce an organizational ombudsman system, it is important to first examine whether the organization needs such a system in the context of its own characteristics and to make a reasonable assessment of the company's development model before deciding whether to introduce it.
There are also many studies on how power is handled within companies, and with the growth of the economy, there are more and more large companies, along with the emergence of a powerful class of professional managers, which brings about a concentration of economic power (Mizruchi, 2004,p579), and his study based on the reality of the U.S. situation, argues that management control dominance and unchecked corporate power can affect its democratic nature, with which has serious consequences. In recent years, there has been much talk about organizational learning, but not much research has focused on the topic of power. Blackler & McDonald (2000, p.833-852) analyzed the relationship between power, expertise, and organizational learning in their paper and proposed a model to represent the pressure toward conservatism in organizational learning. pressure model, which features a situation where participants do not fully understand and analyzes the relationship between the three. In summary, each company should develop reasonable institutional norms, both formal and informal, to eliminate political factors according to their realities, the size of the company, and their level of development.
8.Recommendations
Pfizer, an American pharmaceutical company, has been in business for more than 170 years and its products cover a wide range of medical and health fields. Under the condition of patent urgency and the increasing competition in the industry, Pfizer quickly adjusted its development strategy and achieved unification with the market by virtue of its strong marketing, observation and financial capabilities.
Based on the above analysis we know that for a company to position itself successfully in the market, it first needs a strong information technology and control support system, which is a fundamental requirement to ensure the smooth running of the company's operations, research and development, and a range of other company businesses. Many studies in the literature have also addressed this issue, for example, Mazilescu (2010, pp.20) has suggested that said that the development of leadership in companies and organizations increasingly requires a higher knowledge base, so distributed management becomes one of the important factors that promote the development of corporate management. On this basis, it has studied its mechanism approach of integrating multiple knowledge resources for economic growth based on enterprise control support system. Lee (2007, p64) has also proposed new intelligent decision support system which is developed collaboratively by multiple enterprises. The pharmaceutical industry is characterized by long cycles, high investment and high R&D costs. The development of the pharmaceutical industry is increasingly focused on cost savings and efficient production, and automated information technology has become a key technical tool for the development of the pharmaceutical company industry, which can help the company to enhance the competitiveness of the industry and create new development space. Pfizer pays great attention to the development and utilization of automation information technology. 20 of the world's top pharmaceutical companies or first-class biotechnology companies have basically started planning digital factory models, implementing MES (Manufacturing Execution Management System) and BATCH flexible multi-species production management system, of which Pfizer has adopted the solution in its global production network. In addition to this, Pfizer has applied ERP systems, also known as Enterprise Resource Planning, to optimize the business processes of the company. Addo & Helo (2011, p.21) review the literature on ERP systems and business development and analyze the suitability of different companies for ERP, and finally suggest that EPR systems are a common way for companies and industrial organizations to use technology as a common approach to competitive advantage tools and its application areas are very broad.
In addition to support systems, organizational culture is a key organizational variable that facilitates a firm's favorable position in the marketplace. Many studies in the literature have addressed the impact of organizational culture on the development of SMEs or have explored the relationship between organizational culture and firm performance (Choueke & Armstrong, 2000, p.227 ; Marcoulides & Heck, 1993, p.209) , and in the case of Pfizer, it believes in motivating its employees through the sharing of knowledge by leaders and rewarding outstanding individuals for innovation and creativity. They have a diverse workforce that is a source of strength and vitality for the company, focused on unity and collaboration, customer focus, and continuous customer satisfaction.
At the same time, Pfizer faces enormous challenges based on the social environment and the global economic backdrop, as investment in research and development is very important for pharmaceutical companies and accounts for a large portion of their investment, but the huge investment does not always bring the expected return. In the context of the still serious new crown epidemic, in addition to facing R&D-related problems, Pfizer is also facing some problems that may hinder the pace of the company's development, such as slowing performance growth, aging products and expiring drug patents.
For the innovation component of Pfizer's organizational culture, it stands alone as a key organizational variable that it can use to successfully position itself in the marketplace. For Pfizer, Pfizer has not only developed new models, but faced new challenges to be able to continually evolve the model and achieve new innovations that will facilitate biopharmaceutical development. In addition to the innovations in collaboration models listed in this report, innovations in other areas are also important for business development. Of course, different types of enterprises embody different mechanisms of innovation development. Andreeva& Nechaev (2013, p.21) explored the issue of their innovation development mechanisms for industrial enterprises and revealed in detail the terms innovation development, innovation development mechanisms and their development mechanisms, so as to propose recommendations for innovation development of industrial enterprises. Platform innovations such as new product strategy innovation, talent management innovation, and financial model innovation are also key to promote innovation development in companies, and the study by Meyer & Mugge (2001, p.25) provides a management and technical paradigm for IBM and some other related companies to adopt platforms for development.
In addition to the aspects mentioned above, sound decision models are also key organizational variables for companies to successfully position themselves in the marketplace. Again, many studies have addressed this issue, González-Rojas& Ochoa-Venegas (2017, p161-177) had proposed a DecISIonAl decision model to evaluate and manage ERP and CRM project implementation risks, allowing investors to be aware of the risks before making the actual investment. Finally, this model was also implemented into a web-based system that allows the evaluation of the cost, time, benefit, human resources, and risk of the investment, thus helping it to choose the optimal development plan. We mentioned in the conflict analysis section the system of the Ombudsman's Office in the organization, which is a new thing for the development of the company's organization and is currently not fully understood by many people and even has some doubts, on the one hand, because of the skepticism of the system's function, and on the other hand, because of the cost, return and applicability of the system, so it needs to be reasonably evaluated before introducing it. and in the process of continuous improvement and development. Internal conflict is a problem for every company, and for large companies, internal political conflict is inevitable, but it is not very political, so each company should develop a reasonable system according to its own reality, the size of the company, the degree of development, etc., including formal and informal system to eliminate these political factors.
Therefore, for Pfizer and other similar companies, the problems or weaknesses that they need to solve in order to succeed are multifaceted, not only in terms of basic technical support such as technical support systems and information systems, but also in terms of organizational culture, corporate ethics, the company's understanding of the life cycle and the company's ability to deal with internal conflicts conflicts, innovation and development. Faced with the background of global social environment and new crown epidemic, Pfizer also needs to systematically analyze the possible risks and make dynamic adjustments to adapt to the market needs.
Finally, in the Summary Key Findings section, outline the key organizational variables that a company can use to successfully position itself in the marketplace and, in turn, what problems or weaknesses the company needs to address in order to be successful.
Pfizer is an American pharmaceutical company that has been in business for over 170 years and the company's products cover many medical and health fields. Under the tight patent situation and the increasing competition in the industry, Pfizer quickly adjusted its development strategy and achieved unity with the market with its strong marketing, observation and financial capabilities.
Based on the above analysis we know that for a company to position itself successfully in the market, it needs first of all a strong information technology and control support system, which is a fundamental requirement to ensure that a number of company operations, research and development, and other company operations are carried out. Many studies in the literature have also addressed this issue, for example, Mazilescu (2010, pp.20) has suggested that said that the development of leadership in companies and organizations increasingly requires a higher knowledge base, so that distributed management becomes one of the important factors that contribute to the development of corporate management. Based on this, he has studied its mechanism approach to integrate multiple knowledge resources for economic growth based on enterprise control support systems. Lee (2007, p64) has also proposed new intelligent decision support systems which are multi-enterprise collaborative development.
In addition to support systems, organizational culture is also a key organizational variable that facilitates a firm's favorable position in the marketplace. Many studies in the literature have addressed the impact of organizational culture on SME development or explored the relationship between organizational culture and firm performance (Choueke & Armstrong, 2000, p.227-238 ; Marcoulides & Heck, 1993, p.209), while for Pfizer, it believes in motivating leaders through knowledge sharing and rewarding outstanding individuals to they have a diverse workforce that is a source of strength and vitality for the company, focused on unity and collaboration, customer focus, and continuous customer satisfaction. In summary, the organizational culture is characterized by 36 words: customer focus, community spirit, respect for others, drive for excellence, teamwork, leadership, ethics, quality, and innovation.
For the innovation component of Pfizer's organizational culture, it stands alone as a key organizational variable that it can use to successfully position itself in the marketplace. For Pfizer, Pfizer has not only developed new models, but faced new challenges to be able to continually evolve the model and achieve new innovations that will facilitate biopharmaceutical development. In addition to the innovations in collaboration models listed in this report, innovations in other areas are also important for business development. Of course, different types of enterprises embody different mechanisms of innovation development. Andreeva & Nechaev (2013, p.21) explored the issue of their innovation development mechanisms for industrial enterprises and revealed in detail the terms innovation development, innovation development mechanisms and their development mechanisms, so as to propose recommendations for innovation development of industrial enterprises. Platform innovations such as new product strategy innovation, talent management innovation, and financial model innovation are also key to promote innovation development in companies, and the study by Meyer & Mugge (2001,p.25) provides a management and technical paradigm for IBM and some other related companies to adopt platforms for development.
In addition to the aspects mentioned above, sound decision models are also key organizational variables for companies to successfully position themselves in the marketplace. Internal conflict is a problem for every company, and for large companies, internal political conflict is inevitable, but it is not very political, so each company should develop a reasonable system according to its own reality, the size of the company, the degree of development, etc., including formal and informal system to eliminate these political factors.
So，for Pfizer and other similar companies, the problems or weaknesses that they need to solve in order to succeed are multifaceted, not only in terms of basic technical support such as technical support systems and information systems, but also in terms of organizational culture, company ethics, company awareness of the life cycle and the company's ability to deal with internal conflicts, innovation and development.
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