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SKY HORIZON LIMITED

SUBMIT T ED BY:

SHL

SAMEEN T ARIQ HUMAIRA BAZELAH NIAZ HINA BAIG SAIM MEHMOOD

SPRING 2013

(CEO) (A DMIN) (BDM) (HR MANAGER ) (FIN MANAGER )

S UPERVISED BY:
S IR .
SARFARAZ SARWAR KHAN

S UBMISSION DAT E :
24 TH OF MAY, 2013
mmkkk

Bahria University Karachi Campus 2 Organizational Innovation

TABLE OF CONTENTS
Acknowledgement...03 Executive Summary 04 Part I: Introduction..05
Mission...05 Values.05

Part II: Learning Model.07

Building blocks of Learning Model...08 Implementation of Learning Model in GSK.10

Part III: Innovation in GSK16

Process Innovation...16 Product Innovation...18

Part IV: Achievements of GSK.19 Part V: Problem and Solution..20 Part VI: Recommendations...21 Part VII: Conclusion...23

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ACKNOWLEDGEMENT
First of all, we are thankful to Almighty Allah, the most Beneficial and the most Merciful who has made us capable of making this report and has given us various opportunities to grow and learn in every walk of life. We are highly indebted to our course instructor Sir Sarfaraz Sarwar for his continuous guidance, support, for teaching and making us competent to conduct interview and to work on this report. We would like to express our special gratitude and thanks to Dr. M. Yasir Mubarak, the Brand Manager of GlaxoSmithKline for giving us time and for enlightening us with information regarding the organizational Innovation activities carried out in GSK Pakistan. We would also like to express our gratitude towards our parents and our colleagues for their encouragement which helped us in completion of this project.

Regards,
Sameen Tariq Humaira Raheel Hina Baig Bazelah Shaikh Saim Mehmood

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EXECUTIVE SUMMARY
This report is based on a company analysis regarding the organizational innovation activities and practices followed by the company. For our report our company has chosen GlaxoSmithKline (GSK) Pakistan Limited as this company is one of the leading multinational Pharmacy Company in Pakistan. Weve conducted an informal interview of the Brand Manager, Dr. M. Yasir Mubarak. He gave us detailed and in depth knowledge about GSKs functions and management practices. Core features of the company are the product development, product manufacturing, and product supply and product sales. GSK have around 100,000 employees all over the world, having 2000 employees in Pakistan only. The company is covering almost 80% regions of the world that means GSK is supplying their products to more than have of the world regions. In Pakistan GSK is no.1 Pharmacy Company that means they are the market leader of their Pharmacy Industry and worldwide GSK is the second largest Pharmacy Company. GSK holds 7% market share in their respective industry. GSK Company focuses on the continuous innovation and creativity. Their R&D (research and development) department is their biggest strength as they are continuously working on new formulas and molecules for producing the vaccines and medicines for the new diagnosed diseases and infections. GSK leads over the diseases focused by WHO, those diseases are life threatening diseases and GSK have made 30 vaccines that are very commonly used and prescribed by consultants.

Although GSK is the market leader but some of its competitors are Pfizer, Abbott, and Novartis etc. Being a pharmacy company, GSK focuses on Corporate Social Responsibility (CSR). There are three pillars of the company: Health Care Professionals (HCPs) including doctors, consultants, chemists, dentist, and pharmacist, Patients and Pharmacy Industry. GSK Company got the award of number 1 ethical company leader across all sectors. GSKs medical reps rated highest among all. GSK provides certain recreational programs to their employees in order to boost their moral and to increase their productivity. The environment of the organization is very friendly but formal and well-structured at the same time. In GSK Company managers and subordinates usually discuss problems and solutions with each other. Proper and regular meetings are called for the discussions and participation. Managers and top management in GSK Company encourages their employees to come up with new innovative ideas and product designs and solutions to various problems. GSK Pakistans culture and organizational design and structure can be used as in ideal example for other organizations as GSK maintained a particular level of goodwill in the market industry regarding their products and management style as well.

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PART I:

INTRODUCTION

GlaxoSmithKline Pakistan Limited was created January 1st, 2001 through the merger of SmithKline and French of Pakistan Limited, Beecham Pakistan (Private) Limited and Glaxo Wellcome (Pakistan) Limited standing today as the largest pharmaceutical company in Pakistan. As an industry leader they are committed to their mission of providing patients quality products to help improve their lives. GlaxoSmithKline Pakistan is a recognized leader in Pakistan's pharmaceutical industry sector. They have been awarded for their excellence in health, safety & environment. They are recognized for their community work and for the HR practices - leading the corporate sector as the best place to work.

GSKs Mission Statement:

GSK is one of the world's leading research-based pharmaceutical and healthcare companies. It is committed to improving the quality of human life by enabling people to do more, feel better and live longer.

GSKs Values:
GSK values are deeply embedded in every function, across the globe. Strategic development, operations, and customer engagement are based on their values of: Patient focus Transparency Integrity Respect for people As a leading international pharmaceutical company they make a real difference to global healthcare and specifically to the developing world. GSK believe this is both an ethical imperative and key to business success. Companies that respond sensitively and with commitment by changing their business practices to address such challenges will be the leaders of the future.

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GSK Pakistan operates mainly in two industry segments: Pharmaceuticals (prescription drugs and vaccines) Consumer healthcare (over-the-counter- medicines, oral care and nutritional care) GSK Pakistan leads the industry in value, volume and prescription market shares, and they are committed to their mission of providing patients quality products to help improve the quality of their lives.

GSKs leading pharmaceutical brands include:

Augmentin Seretide Amoxil Velosef Zantac Calpol

GSKs Renowned consumer healthcare brands:

Panadol Horlicks Aquafresh Macleans ENO

GSKs Manufacturing Sites in Pakistan: 1. GMS West Wharf:

This manufacturing site is located on the sea shore close to the Karachi Port and city centre. The major manufacturing operations at this site are Dermatological products, Ointments and Creams, including a sterile facility for liquid ampoules. The West Wharf site also has a small unit for aerosols and spansules manufacturing. Over a 100 Stock Keeping Units (SKUs) are manufactured here, with an annual volume of around 120 million packs. Major products manufactured at this site are Betnovate, Dermovate, Polyfax and Fefol Vit.

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2. GMS F 268, SITE Karachi:

This site is located in the Sindh Industrial Trading Estate and is the biggest GMS site in Pakistan. It has three manufacturing blocks: Liquid Block, Tablets Block and a dedicated Penicillin Block. The site also has a small dedicated unit for Iodex Cream. Over 120 SKUs are manufactured at this site, with an annual volume of around 185 million packs. Major products manufactured at this site are Augmentin, Amoxil, Calpol, Zantac and Actifed.

3. GMS Korangi, Karachi:

It is located in the Korangi Industrial State, this manufacturing site has a dedicated block for Cephalosporin, both orals and injectables, as well as a small unit for tablets. GMS Korangi manufactures around 50 SKUs and produces an annual volume of around 25 million packs. A major product manufactured at this site is Velosef.

4. GMS Lahore:
This site is located on Ferozepur Road in Lahore and has a dedicated manufacturing unit for Cephalosporins orals and injectables. The site manufactures around 15 SKUs with an annual production volume of around 8 million packs. Major products manufactured at this site are Fortum, Zinacef and Ceporex.

PART II:

LEARNING MODEL
Concept of Learning Organization

Learning organization involve all of the employees in the process of identifying and solving problems. It enables the organization to continuously experiment, improve and increase its capacity to deliver its customers new and improved products and services. Through continuous innovation and change, this type of organization creates sustainable competitive advantage in its industry.

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Five Building Blocks of Learning Organization: Shared Leadership:

Shared leadership is the leadership that is broadly distributed, such that people within a team and organization lead each other. Shared leadership involves maximizing all of the human resources in an organization by empowering individuals and giving them an opportunity to take leadership positions in their areas of expertise. Biggest barrier to shared leadership is the inability or unwillingness to take risk. Those in leadership positions need to create a climate in their organization that will encourage others to take risk. The concept of shared leadership offers a way of increasing risk taking, innovation and commitment that can create an organization that is responsive, flexible and successful.

Culture:
The learning organization encourages these empowered employees to identify and experiment with new methods and approaches. Empowerment provides a way to integrate tasks and allows the employees to buy into an organizations goals.

Strategy:
It is a high level plan to achieve one or more goals under conditions of uncertainty. Strategy becomes ever necessary when it is known or suspected there are insufficient resources to achieve these goals. It is also about attaining and maintaining a position of advantage over adversaries through the successive exploitation of known or emergent possibilities rather than committing to any specific fixed plan designed at the outset. It also refers to the direction and scope of an organization over the long-term which achieves advantage for the organization through its configuration of resources within a challenging environment, to meet the needs of markets and to fulfill stakeholder expectations.

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Organizational Design:
Teams: It is the most common components of learning organizations. Many of the organizations today are based on teams. It enables them to increase productivity by making people work and coordinate with each other on different tasks. Team culture leads to sharing of knowledge and information among employees. Strategic alliance: It is basically the means of collaboration and communication among organization and customers, suppliers. Its very important for companies to maintain strategic alliances with different sources in order to get useful suggestions and feedback and transform accordingly. This would result in satisfying customers needs and maintaining good relationships with suppliers. Boundary Less structure: This aspect of organization design deals with the adaptive behavior and informal managerial style. Boundary less organizations uses different sources for communication rather than just face to face interaction. It gives employees decision making authority and no proper hierarchy is followed. Boundary less organizations are usually the one that are very innovative and are not rigid at all.

Use of Information:
Importance of Information: The importance of information to business operations is very visible in this competitive economic environment and information society. To serve the businesses well, the information professionals of all the businesses need to know the sources and approaches used by the business community to gather information. In order to justify the funding of their services information professional need to demonstrate the values of their services to the business. A business in the todays competitive market cannot sustained without the extensive market research, market intelligence, market analysis and the information regarding the competitors and competitors ex factor as this will help the organization to come up with the corrective measures of their old strategies and to improve and make distinctive competitive edge of their own business Market Research: It is any organized method to gather information about market or customers. It is a very important component of business strategy. Market research is concerned specifically about market. Market research, which includes social and opinion research, is the systematic gathering and interpretation of information about individuals or organizations using statistical and analytical methods and techniques of the applied social sciences to gain insight or support decision making.

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Implication of Learning Model in GSK Shared Leadership:

Shared leadership refers that a single individual with enormous leadership abilities may lead the team members to a successful future. GSK believes a leader should possess skills such as communicating / listening effective management skills, empowerment and emotional intelligence. These skills make a leader highly competitive. The biggest barrier to shared leadership is the inability or unwillingness to take risk. GSK shares all their clinical trial information with the scientist community, this shows that leadership steps are in transparency at GSK. The leader understands and motivates team members through their experiences. GSK hires diverse people because diverse needs add value and can understand the diverse market. GSK rewards for the successful delivery to encourage employees to work towards expanding and for better performance. GSK takes suggestion from all the employees but final decisions are made by top management. In order to take decision meetings are conducted on daily and weekly basis. GSK encourages face to face collaboration; they believe this pattern will speed up decision making. GSK provides a safe environment where employees can speak up, identify the improvements areas and also support in growth areas to meet the dynamic challenges of the business.

Culture:
GSK Pakistan culture is consist of many things that have a very long term and insightful effect on employees as well as employee`s relation and their performance. GSK core values of culture are transparency, respect for people, patient-focus and integrity. As GSK business evolves to meet global challenges, so does our culture and transparency is integral to this. GSK is open to challenge and innovation. This affects the way we do business, work with external groups and interact with each other. Deeply in GSK culture is High Performance Behaviours which make GSK one of the best companies to work for, in Pakistan. At GSK, they ensure that these are demonstrated on an everyday basis, as their focus remains not just on what they do, but also on how they do it.

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The GSK Behaviours are keys to how they will deliver their business strategy. These Behaviours are: Flexible Thinking Continuous Improvement Customer Driven Developing People Enable and Drive Change Building Relationships

Flexible Thinking: GSK is open to everybody`s views and idea`s anytime. In GSK, employees are encourage and highly rewarded if they come up with the innovative ideas, they would not be pushed back if they would have the idea, and they believe that if company adopt this concept then they would progress a lot. One thing is to be ensure that the idea must be according to SOP`s of organization. Continuous Improvement: GSK is keep on learning international concepts and idea`s through different programs like recently happened International Dermatologist Program to get to know and catch up with new concepts in this field. Feedback is the shooting factor for the GSK; they take feedback from their Doctors, Patients, Employees, Managers etc., because they believe that the feedback is also a tool for continuous improvement. Customer Driven: GSK is customer orientated organization whos working constantly for their customers in every way they can. They are focusing on the needs of their customers in a manner that can give them an edge over their competition and make them as a leading organization in pharmaceutical industry. Developing People: GSK perceive employee`s as an asset and as an investment that would retrieve in future. GSK provide their employees different training programs, workshops and training sessions for their future career development.

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Building Relationships: GSK take into practice many activities to build up and dust up the relations between customers, doctors and especially their employees. Recently GSK organize a cross departmental cricket match to brush up the concept of team base working and to create a strong bond between every employee of the organization. GSK selected cross departmental match because employees of one department doesnt much care for the employees of different department so to cope up with this dilemma they have scheduled the match and applied the concept of learning by playing concept and because of this activity, they got a good result.

Strategy:
GSK is focused around the delivery of three strategic priorities which aim to increase growth, reduce risk and improve their long-term financial performance. These priorities are: To grow diversify global business To deliver more products of value To simplify the operating model Grow a Diversified Global Business: Over the past five years GSK has created a more balanced business and product portfolio, capable of delivering sustainable sales growth. This is centered on their three business areas of Pharmaceuticals, Vaccines and Consumer Healthcare, which provide them with significant competitive advantages and opportunities for synergy. They have substantially increased their investment in higher-growth areas such as emerging markets in Japan and in their global Vaccines and Consumer Healthcare businesses. At the same time, they have re-shaped their US Pharmaceuticals and Vaccines business to reflect the changing market dynamics there and to prepare for the launch of multiple new products. In Europe, they are restructuring to improve efficiency and focus resources to growth opportunities in what continues to be a challenging market environment.

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Deliver More Products of Value: They have changed their R&D organization so that it is better able to sustain a pipeline of products that offer valuable improvements in treatment for patients and healthcare providers. They have increased the externalization of their research, allowing them to access new areas of science and to share the risk of development with their partners. They have also changed their processes to make decisions earlier, so that only those medicines which are significantly differentiated from existing therapies are progressed. They have broken up the traditional hierarchical R&D business model and created smaller, more agile groups of scientists who are accountable for their projects. All of this has been underpinned with a focus on improving the rates of return in R&D and being more rigorous in how they allocate investment across Pharmaceuticals, Vaccines and Consumer Healthcare R&D. Simplify the Operating Model: As GSK business continues to change shape, they are transforming how they operate so that they can reduce complexity and become more efficient. Over the past four years they have implemented a global restructuring program designed to deliver significant savings to support investment in their priority growth businesses as well as offset pressures on the Groups margin resulting from changes in the shape and mix of their business. Savings from this programme have been generated across the business. As this program comes to an end, they are continuing to examine ways to simplify their operating model and increase efficiencies. They have therefore begun a new, major change program across manufacturing, R&D and Europe to deliver further savings. The new program includes a series of technological advances and opportunities to eliminate complexities and improve their competitiveness further. Customer Focus Strategy: Customers are the most important stakeholder for any organization. GSK is leading pharmaceutical so it is also following such strategies that attract and retain customers. The use marketing research to identify common demographic characteristics within their customer base, such as age, gender, occupation and income level. After that they focus on meeting the needs of their customers and examine how their products can meet those needs. They give value to Doctors, medical staff, patients, chemists, pharmacists and other health care professionals; they consider them as their stakeholders. They adopt such strategies to build loyalty with their customers and also collect feedback from them. The information that is received from feedback, further use to make changes and improvements in order to increase customer satisfaction and customer loyalty.

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Organizational Design:
Teams: GlaxoSmithKilne has also inculcated the culture of teams within organization in order to promote friendly environment. Every department includes teams of employees to perform different operations. Team work is highly encouraged in GSK. This is the reason why GSK is able to maintain sustainable competitive advantage over the pharmaceutical sector. GSK planned different programs in order to enhance teamwork approach such as they involve their employees in extra-curricular activities like cricket. Gymnasium is also developed in GSK as well as indoor games are also promoted in the company in order to established social and professional relationship among employees. Strategic Alliances: Same is the case in GSK; it strategically manages alliances with different sources like suppliers, doctors, Health Care Professionals. For GSK being a pharmaceutical company, its very important collaborate and seek feedback from doctors. Therefore, whenever it manufactures new vaccine or medicine; is always based upon the recommendations from doctors. GSK conducts daily and weekly meetings with health care professionals and doctors and all medicines, marketing campaigns and strategies are designed as per suggestions from customers and doctors. Boundary less: The structure of GSK is boundary less; employees are free to communicate with each other by means of emails. Working environment at GSK highly encourages learning from different sources. Employees are always informed about what is going in the organization through meetings and quarterly magazines and employees are encouraged to take part in different events and activities. Employees are given freedom to make immediate decision as per companys policy; rather than depending on top management.

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Use Of Information:
GSK Company is the learning organization as the company is involved in the continuous development and improvement of their products in order to serve the society better and better. GSK Company has a well-developed R&D department which works especially for the experimentation of new formulas & new molecules that can be used for the creation of new vaccines and medicines. GSK Companys R&D department can be recognized the biggest asset that their company has. GSK uses its companys information in the most effective and efficient manner in order to get the most productive results and outcomes. GSK Corporation goes for extensive market scanning. Their company has a well-developed system for the proper market research, market scanning, and market intelligence. Through the extensive market research they are able to come up with new medicines, vaccines and molecules formulas that will help them to serve the society better and better. GSK Corporation also goes for the market analysis regarding the new diseases that are becoming common among people globally. GSK Corporation regularly measures its results of their outcomes. They receive feedback from different hospitals, doctors, consultants and the government of different countries that whether their medicines and vaccines are contributing in eliminating the diseases and infections from their targeted regions or not. They also receive feedbacks from chemist on a continuous basis that whether the population is demanding for their products and which are the formulas those are most popular among the patients. This information helps the organization to overcome the shortages of the popular medicines and vaccines in the market industry as well as they also stop the over production or supply for the unwanted or the overly supplied medicines and vaccines. In the process of product development and ideas of new products i.e. medicines and vaccines GSK Company goes for research here as well. First of all GSK company starts with the drug discovery that is to be done through the research of various diseases and then research of molecules and components of the medicines. Then the company goes for the step of drug development in which the company has to spend approximately 1-3 years. After that GSK Company goes for investigation of that discovered drug and then after 6months-1year the drug will get an approval.

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PART III:

INNOVATION AT GSK
Concept of Innovation

An Innovation is accomplished only with the first commercial transaction involving the new product, process, system or device. It is part of economic system. Innovation is simply the process of creating and implementing a new idea or ideas.

Types of Innovation
Process Innovation Product Innovation

Process Innovation:
This type of innovation is achieved through the creation of a new means of producing, selling, and/or distributing an existing product or service.

Product Innovation:
This type of innovation is achieved through the changes in the things, products or services which an organization offers to its customers in order to satisfy them and receive their value in return.

Implementation of the Concept of Innovation in GSK Process Innovation at GSK:

GSK believes that open innovation is an important driver of R&D and without this concept they will never enjoy competitive advantage over their competitors, thats why they are committed to work collaboratively with other organizations to discover and develop new medicines and vaccines. Sharing Intellectual Property: GSK is a founding member of WIPO Research, a new open innovation platform which aims to help accelerate the development of new and better treatments against neglected tropical diseases such as dengue, rabies and Chagas disease, as well as malaria and tuberculosis.

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This collaboration builds on the Pool for Open Innovation against Neglected Tropical Diseases, which was established in February 2009 with patents from GSK and Alnylam Pharmaceuticals. A coordinated approach to developing new treatments for these diseases, which disproportionately affect the least developed countries, is needed. To successfully meet the challenges in global health drug development, new partnerships and new approaches must be formed between organizations with a new mind-set - one which is more innovative, flexible, and willing to take risks. GSK is committed to being actively involved. Tres Cantos: The employees of GSK are committed to researching new treatments for diseases that affect millions of people in the worlds developing nations. They are having a heritage and expertise in researching and developing new medicines and vaccines. Their specialist research centre at Tres Cantos in Spain concentrates on global health priorities like malaria and TB. Stevenage Bioscience Catalyst campus: Stevenage Bioscience Catalyst campus is a major hub for early-stage biotechnology companies. It provides small to medium-sized biotech and life sciences companies and start-ups with access to the expertise, networks and scientific facilities traditionally associated with multinational pharmaceutical companies. A key aim of Stevenage Bioscience Catalyst is to pioneer a culture of open-innovation that will place the UK bioscience sector at the forefront of worldwide biomedical discovery and deliver cutting edge healthcare solutions. Facilities and opportunities: With long-term plans to expand the campus fivefold, the Stevenage Bioscience Catalyst campus offers a range of equipment and commercial opportunities that would be impossible for a small or medium-sized enterprise (SME) to develop alone. In addition to its outstanding scientific facilities, Stevenage Bioscience Catalyst also offers valuable opportunities for scientific and commercial networking. Tenants retain full independence and the freedom to interact with any commercial partners.

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Product Innovation:
GSK medicines and vaccines in development are classified into three stages: Phase I, Phase II and Phase III. These studies into the safety and efficacy of investigational products provide data to support applications to regulators for approval. The content of their development pipeline will change over time as new compounds progress from discovery to development and from development to the market. Owing to the nature of the drug development, many compounds especially those in early stages of investigation may be terminated through the development process. For competitive reasons, new projects in pre-clinical development are not disclosed and some project types may not be identified.

Compound/ Vaccines
Infectious Disease 2140944 2696266 1322322 2336805 tafenoquine Relenza i.v. (zanamivir)

Types

Indicators

Phases

type 2 topoisomerase inhibitor cephalosporin polypeptide deformylase inhibitor hepatitis C virus inhibitor 8-aminoquinoline neuraminidase inhibitor (i.v.)

bacterial infections bacterial infections bacterial infections hepatitis C Plasmodium malaria influenza

Phase I Phase I Phase II Phase II

vivax Phase II Phase III

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PART IV:

ACHIEVEMENTS OF GSK

GSK has remarkable place in pharmaceutical industry. It is the trend-setter for other pharmaceutical organizations. It also has some achievements which makes it different from other companies. These are: GSK covers 80% of the total region while rest of the 20% market is cover by other pharmaceutical companies. Therefore, other organizations are nowhere in competition GSK with due to such a huge market coverage. It has the highest market share. GSK handles World Health Organizations (WHO) priority diseases and provide them with vaccines and medicines. According to research, GSK is listed number one among all other companies in terms of ethical standards. It pays close importance in maintaining ethical grounds in company. GSKs medicines and vaccines are highly prescribed by doctors. On achieving sales target, sales force was taken to Malaysia trip. This is how management at GSK keeps its employees motivated and values them.

PART V:

PROBLEM & SOLUTION

The Problem Faced by GSK:

GlaxoSmithKline is one of the most leading pharmaceutical companies. Has competitive advantage over all other pharmaceutical companies. Due its strong structure, policies and strategies it has never faced any challenge or failure as such. But one challenge that GSK faces is its inadequate supply of medicine Thyroxin in the market. Since GSK is a multinational company so government sets thyroxins price in order to encourage local pharmaceutical companies. The company couldnt recover it cost of production due to low price and faces great loss on this particular medicine which has led GSK to reduce its production.

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Solution of the Problem:

In order to overcome this issue, GSK should conduct a market research to estimate the annual demand of Thyroxin and produce accordingly. Whereas, to cope up with price issue, GSK can take following measures: Company can establish its own pharmacy in different areas from where customer can directly purchase the medicines. It can also develop companys online ordering webpage where customer can order the medicines and vaccines and company provide the delivering channel for the order.

PART VI:
Vertical Integration:

RECOMMENDATIONS

GSK Corporation should also go for vertical integration (Forward integration) in which they can open their own clinics in order to promote their brand and communicating directly to their target customers. Arranging Seminars: GSK Corporation can arrange seminars on different topics for the general public in order to spread awareness regarding diseases and the appropriate medicines for those diseases. Sharing Managers Working Experience: GSK Corporation can share their managers working experience in GSK through video recording on internet to promote the awareness regarding their organizational culture and their activities or practices in order to build a more positive companys image in the minds of general public. 360-degree Evaluation: The company should go for 360 degree employee evaluation methods through which the performance appraisal process will be improved and the outcomes will be more appropriate and accurate.

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Continuous Feedback: Continuous feedback on employee performance should be given to all the employees of GSK so that they can take corrective measures on the right time before any problem occurs. Extensive market scanning: Extensive market scanning should not only be done by the Research and development department but all the employees should be encouraged to take part in market scanning and market analysis in order to have the diversified ideas and outcomes. Managers and employees should be encouraged to come up with new information regarding their respective market industry. Job Rotation: It has been observed during the collection of the information for our term report that job rotation in all level of management staff is not effectively functioning. Employees working in an area since long even after having knowledge, abilities and skills to work in other position. Employees are getting very limited opportunities to work in their area of choice. Our team could make an idea to HR department of GSK Pakistan to design a formal policy of horizontal dimension of job rotation where an employee can get the opportunity for exposure to company operations and for turning a specialist into a generalist. Employees being called as Associates: As GSK cares a lot about his employees keeping in view this culture of bonding between the employee`s and the company, our company likes to suggest GSK H.R department to call their employees especially their sales workforce as Associates, the usage of this terminology would affect a lot on the morale and sense of designation they would receive from this terminology. Intrapreneurship: This concept would help GSK to retain their employees effectively without incurring cost in it , this concept would help GSK in the long term to make their employees feel that there is someone to hear their ideas and implement on it. GSK should allow their employees to spend up to 20% of their time to pursue projects of their choice, financially support them at certain level and let them to be a BOSS of something.

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PART VII:

CONCLUSION

Organizational innovation refers to new ways work can be organized, and accomplished within an organization to encourage and promote competitive advantage. GSK is also implementing this concept and gaining competitive edge. In GSK, organizations and individuals specifically, manage work processes in such areas as customer relationships, employee performance and retention, and knowledge management. GSK promotes the need to improve or change a product, process or service. They believe that all innovation revolves around change but not all change is innovative. They encourage individuals to think independently and creatively in applying personal knowledge to organizational challenges. Therefore, organizational innovation requires a culture of innovation that supports new ideas, processes and generally new ways of "doing business". GSK give value to their employees knowledge and enhance the culture of learning within organization because they believe that innovation is about change, new ideas, and looking outside of oneself to understand ones environment, then continuous learning is a requirement of organizational innovation success. That is the reason they are struggling for Improving Health and Quality.

Do More, Feel Better, Live Longer!