Succeeding his father, Lilly spent his entire career, 70 years, with Eli Lilly and Company. He started as superintendent of manufacturing in 1907 and was the company’s honorary chairman until his death in 1977. He presided over Lilly’s dramatic growth as a …

Describes how Eli Lilly and Co. tries to accelerate its new drug development process with the aid of "combinatorial chemistry"--a rapidly emerging and revolutionary approach to preclinical drug discovery.

Eli Lilly II Eli Lilly & Company, 1932–1969 ... Eli Lilly & Company, 1898–1932 James F. Lincoln Lincoln Electric Company, 1928–1954 Leroy A. Lincoln Metropolitan Life Insurance Company, 1936–1951 Carl H. Lindner, Jr. ...

Eli Lilly II Eli Lilly & Company, 1932–1969. Josiah K. Lilly Eli Lilly & Company, 1898–1932. Randall L. Tobias Eli Lilly & Company, 1993–1998. Richard D. Wood Eli Lilly & Company, 1973–1991. Load More. THE 20th CENTURY ZEITGEIST. Six contextual factors deeply influenced the opportunities available to 20th century business leaders:

Herman Cone II Cone Mills Corporation, 1938–1950. Charles L. Coughlin Briggs & Stratton Corporation, 1935–1970. Frederick C. Crawford Thompson Products, 1933–1958. ... Eli Lilly II Eli Lilly & Company, 1932–1969. Leroy A. Lincoln Metropolitan Life Insurance Company, 1936–1951. Daniel K. Ludwig

Eli Lilly II Eli Lilly & Company, 1932–1969 Josiah K. Lilly Eli Lilly & Company, 1898–1932 Edgar F. Luckenbach, Jr. Luckenbach Steamship Company, 1960–1974 John H. MacMillan, Jr. Cargill, 1936–1960 Henry R. Mallory Atlantic, Gulf and West Indies Steamship Lines, 1907–1915 ...

Lilly's innovation strategy has been to pursue ever higher performance products, while others in the industry have pursued more convenient products. At the time of the case, Lilly is contemplating offering services, not just products, to diabetic patients.

Anticipating the expiration of its Prozac patent, Eli Lilly has to make tough decisions regarding the development of its next-generation antidepressant drug.

Examines major issues faced by Eli Lilly as it evaluates the appropriateness of a focused matrix organization with extensive use of cross-functional teams.

Faced with the imminent loss of 40% of its revenues due to patent expirations, pharma giant Eli Lilly sets out on a dramatic transformation process in 2009.