George+Freeman

Skype Name: glfreeman8

**PUTTING IT ALL TOGETHER**
__**BUILDING DYNAMIC CAPABILITIES ACROSS BORDERS**__

Barriers that block desired action:
 * Overemphasis on vertical relations and communication
 * Overemphasis on functions, product lines, or organizational units that blocks effective coordination
 * Maintaining rigid lines of demarcation between the firm and its partners
 * Reinforcing natural, cultural, national, and geographical borders that can limit globally coordinated action

How Novo Nordisk overcomes these barriers:
 * Executive leadership puts their "boots on the ground" to meet with local employees and management teams to effectively gauge the company's working atmosphere and what new and young employees are expecting from a professional workplace in the future.
 * Novo Nordisk does not enforce a strict leadership hierarchy. Although a Novo Nordisk manager is tasked to giving their team leadership and direction, they never force an employee to accept anything.
 * Open communication between manager and employees is recognized as being key to the firm's success.
 * Novo Nordisk managers understand that employees with a good work/life balance are happy and productive employees.
 * Novo Nordisk, as a company based heavily on research and development, is committed to sharing results and information between organizational units.
 * Novo Nordisk operates with a "Triple Bottom Line" in mind: (1) Financial responsibility, (2) social responsibility, and (3) environmental responsibility.
 * The firm reaches out to its patients personally to explain treatment procedures, when today's doctors have less time to spend with each of their patients.
 * As a global company, Novo Nordisk strives to unite their organization with standardized set of values that span different national and cultural differences.