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1、www.hbr.orgHBRCASESTUDYANDCOMMENTARYHowcanDavidMakingLocalMartinsavethecompanyandtakeitKnowledgeGlobalintothefuture?FivecommentatorsofferbyKeithCernyexpertadvice.•Reprint96302CanLexingtonLabs’managerslearntosharewhattheyknowbeforeit’stoolate?HBRCASESTUDY
2、MakingLocalKnowledgeGlobalbyKeithCernyAshisairplanecircledHeathrowAirportformanysalesexecutivesknewoneanotheronlythefifthtime,DavidMartinonceagainre-byname,ifatall.Moreover,inrecentyears,hearsedinhismindhowhewantedthatafter-mostofthecompany’stopsalespers
3、onnelhadnoon’smeetingwithLexingtonLabs’seniorbeguntofocushardontheirownbusinessesassalesexecutivestoplayout.Hehadafeelingitmajorchangessweptthroughthehealthcarewouldn’tgothewayhehoped.industry.AschiefoperatingofficeroftheBoston-areaIndeed,thosechangeswer
4、ealreadyaffectingpharmaceuticalcompany,Martinwasrespon-Lexington’sbottomline.Eighteenmonthsbe-sibleformotivatingandguidingtheoperatingfore,thecompany’sperformancehadbeguntomanagement—fromcountrymanagerstomar-soften.Sales,whichhadpassed$1billionintheketin
5、gexecutives—inLexington’sinternationalearly1990s,werefalling,aswereearnings.Oflocations.Whenhehadstartedatthecompanycourse,Martinalreadyhadtakensomemea-eightyearsearlier,gatheringswiththesalessurestorectifywhathesawasamajorpartofforcehadbeenfun,informalc
6、elebrationsoftheproblem—alackofinformationsharingLexington’sextraordinarysuccess.Everyoneknewacrossborders—andheplannedtotakemore.oneanother,itseemed,andthesalesconfer-Butasheanticipatedthatafternoon’smeetingencesincludedasmuchsocializingastheydidinLondo
7、nwiththecompany’stopsalesexecu-sharingofinformationaboutcustomers,com-tives,hewasbeginningtowonderifamorerad-petitors,andnewsalesandmarketingtech-icaloverhaulofoperationsmightbeinorder.niques.Nolonger.Thesedays,withLexington’sThesuccessofLexingtonLabsint
8、he1980sexpansionto60officesintwodozencountries,waswellknowninthepharmaceuticalindustry.COPYRIGHT©1996HARVARDBUSINESSSCHOOLPUBLISHINGCORPORATION.ALLRIGHTSRESERVED.HBR’scases,whicharefictional,presentcommonmanagerialdilemmas
