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Toward the end of the eighties and beginning of the nineties, Iopamidol sales peaked in all major markets. The company grew enthusiastically and the atmosphere inspired a great sense of pride and security. In this period, however, Bracco's traditional competitor Schering launched its first contrast medium in a new imaging modality, magnetic resonance imaging, and voices were also being heard about Nycomed being launched shortly. |
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It was then that the first doubts about Bracco's competitiveness arose, especially with regard to the time required to develop a new contrast medium. Project Management was proposed as a managerial tool to gain time. Soon afterwards, in 1991, an outsider with experience in preclinical and clinical development was employed in the position of Pilot Project Leader. The first move toward a matrix organization had been made (see Table 1 for a summary of the changes). |
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| | Changes in R&D, Bracco Group |
| | 1991 Weak Matrix Local Development | Step 1: One Pilot Project Leader Milan | | Trial: first Project
Europeization | | 1992 Weak Matrix EU Development |  |
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Step 2: Seven development projects, Milan, Geneva, coordination Japan, Executive Committee R&D, Director Project Planning and Head of Project Coordination |
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| | Trial: Multiproject | | 1995 Weak Matrix Worldwide | |
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Step 3: Nine development projects, each with a Team in the U.S. and Europe and an Executive Committee R&D with U.S. and European delegates; Development Director with international budget responsibility; Heads of Project Management in EU and U.S. |
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| | Trial: Worldwide projects
Globalization
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Extension to research and centralization |
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| | 1996 Strong Matrix in R&D | |
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Step 4: Nine international development projects guided by central International Project Leader with full responsibility for time and resources
Research organized in programs with Program Leader
R&D led by Co-Director Portfolio and Co-Director Resources
Corporate Project Planning, Strategic Product Group at headquarters |
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