ment, whereas the European Project Leaders were on loan from line functions.
In establishing a consistent worldwide structure, we took the best from both continents and installed a dual Project Management system with each Project Team managed by two distinct figures: an International Project Leader and a Project Manager.
Each team is now led by an international, highly visionary Project Leader whose responsibility is to develop the compound to its fullest potential worldwide. The International Project Leader is responsible for generating a Strategic Development Plan and the share-out of activities worldwide. He/she remains in his/her position as senior Line Manager. The International Project Leader is supported by a Process Manager who manages the day-to-day project work and the chasing up. There is one International Team Leader worldwide and a Local Team Leader per project plus process managers in the EU and the U.S. local teams.
Major insights were obtained during this period:
Only very experienced highly visionary and senior managers (European level of seniority: Director or U.S.: Vice President) are capable of leading worldwide projects.
Project Managers are necessary to reduce the workload of the Project Leader and to ensure the follow up on the decisions of the team
Centralized strategic marketing input is necessary for the global vision; local marketing input is not sufficient.
Resources need to be managed project by project.
Priorities have to be set centrally.
V.
Structure of R&D After Change (1996)
After five years of trials, the corporation was convinced that the matrix system was the system to ensure Bracco's future. R&D was fully confirmed as the corporate business driver. The major features are summarized in Fig. 1.
All worldwide Discovery and Development activities are covered by a matrix comprising a Pipeline organization (with Co-Director Pipeline) and a resource organization (Co-Director Resources).
The Pipeline organization is responsible for R&D output. All Project Leaders (PL for Development) and Program Managers (PM for Discovery) report directly to the Pipeline Director. The key features which determine the Pipeline organization include the right of the PL/PM to acquire resources
