Pharmaceutical Industry

Rachel Adams began as a researcher at a large pharmaceutical company. After several years of observing
how clinical drug studies were conducted, she realized that there were a need and an opportunity for a
research center not connected with a specific pharmaceutical company. In collaboration with other
researchers, she launched a new company that was the first of its kind in the country. Within five years,
Rachel had become president and CEO of the Independent Center for Clinical Research (ICCR). Under
Rachel’s leadership, ICCR has grown to a company with revenues of $6 million and profits of $1 million.
ICCR employs 100 full-time employees, most of whom are women.
Rachel wants ICCR to continue its pattern of formidable growth. Her vision for the company is to make
it a model research center that will blend credible science with efficient and cost-effective clinical trials.
To that end, the company, which is situated in a large urban setting, maintains strong links to academia,
industry, and the community.
Rachel and her style have a great deal to do with the success of ICCR. She is a freethinker who is always
open to new ideas, opportunities, and approaches. She is a positive person who enjoys the nuances of life,
and she is not afraid to take risks. Her optimistic approach has had a significant influence on the
company’s achievements and its organizational climate. People employed at ICCR claim they have never
worked at a place that is so progressive and so positive in how it treats its employees and customers. The
women employees at ICCR feel particularly strongly about Rachel’s leadership, and many of them use
Rachel as a role model. It is not by accident that the majority (85%) of the people who work at ICCR are
women. Her support for women’s concerns is evident in the type of drug studies the company selects to
conduct and in her service to national committees on women’s health and research issues. Within ICCR,
Rachel has designed an on-site daycare program, flextime scheduling for mothers with young children,
and a benefits package that gives full health coverage to part-time employees. At a time when most
companies are searching for ways to include more women in decision-making, ICCR has women in
established leadership positions at all levels.
Although Rachel has been extremely effective at ICCR, the success of the company has resulted in many
changes that have affected Rachel’s leadership at the company.
The rapid growth of ICCR has required that Rachel spend a great deal of time traveling throughout the
country. Because of her excessive travel, Rachel has begun to feel distant from the day-to-day operations
of ICCR. She has begun to feel as if she is losing her handle on what makes the company tick. For example,
although she used to give weekly pep talks to supervisors, she finds that she now gives two formal
presentations a year. Rachel also complains of feeling estranged from employees at the company. At a
recent directors’ meeting, she expressed frustration that people no longer called her by her first name, and
others did not even know who she was.
Growth at ICCR has also demanded that more planning and decision-making be delegated to department
heads. This has been problematic for Rachel, particularly in the area of strategic planning. Rachel finds
that the department heads are beginning to shift the focus of ICCR in a direction that contradicts her ideal
model of what the company should be and what it is best at doing. Rachel built the company on the idea
that ICCR would be a strong blend of credible science and cost-effective clinical trials, and she does not
want to give up that model. The directors, on the other hand, would like to see ICCR become similar to a
standard pharmaceutical company dedicated primarily to the research and development of new drugs.
Questions1. What is it about Rachel’s leadership that clearly suggests that she is engaged in transformational
2. In what ways has the growth of ICCR had an impact on Rachel’s leadership?
3. Given the problems Rachel is confronting as a result of the growth of the company, what should she
do to reestablish herself as a transformational leader at ICCR?
Rubric & Instructions
• Critical Analysis: (200 words at least)
Critical issues and key problems that supported the Case Analysis were identified and clearly analyzed
and supported. A clear explanation and a brief description of the case study.
• Answering of the questions (each question is 150 words at least)
Answering the questions depending on critical thinking.
Linking between the theoretical knowledge acquired with the case study and chapters. For more information on Pharmaceutical Industry check on this:

What Is Ethical Judgment?

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