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Professor

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Lundbeck Korea

Lundbeck is a leading pharmaceutical company dealing with central nervous drugs with regional centers in various countries including Korea. Jin-Ho Jun is the head of Lundbeck Korea and has very close ties with Korean medical officials. He leads a team of Korea-centric that is vastly different than cooperate controls but they are flexible and have enough freedom that they have been able to outperform other competitors in Korea. Jin-Ho Jun and Asif Rajar had a falling out because Rajar wanted to introduce Lexapro replacing it with Cipram but Jun wanted to do this later. There were also differences regarding marketing resources as they could not decide expenditure on doctors to build relationship and if the products needed to be marketed to first tier doctors all doctors. In order to avoid a fall out, it is important that both of these parties come to an understanding.

Devising a win-win solution may be difficult because both of these organizational leaders understand the decisions they are making. However, it is important for Jun to have more freedom in conducting Lundbeck Korea considering that he understands culture of the business in this location and knows the ways of other pharmaceutical business thus knows if introduction of drug now will do fairly good or not. Rajar should however still be given authority to oversee operations in Asia region. The main point of contention between the two parties on business vs. the culture. Lundbeck Korea is likely to thrive on transitional structure where they are allowed to maintain the brand image as well as core values. They should however be given flexibility whereby they are able to develop their own method and time frame as their decisions will be influenced by social, political and economic factors in Korea.

Conflict often arise due to lack of proper communication. Regional office headed by Rajar should have proper communication with the Korea office. Decision should not be made on one end i.e. regional office and Korean office forced to implement rather it should be a lengthy process of consultation and discussion until a reasonable decision is arrived at. Cohesive meetings will also serve as a great way of ensuring that regional branch and country branch are on the same page. All frontline managers should be able to outline challenges faced and give feedback on the response by the teams or what may have been omitted. Andersen needs to also define the roles of Rajar the regional manager as well as the roles of Jun. There should be less degree of control and supervision from the regional office. There can also be re-arrangement of reporting structure with a much less stringent management as Jun needs to feel as if he is not being micromanaged. With a balance of both globalization as well as localization met by the company the two leaders are likely to agree.