Schering-Plough Implements a New Global Strategy and Structure

Schering-Plough, apharmaceutical company had developed a multi-domestic approach to planning its global value-chain activities. It had divided its activities into world regions where essentially each world region acted as the product group that made its own decisions. After being given the task of restructuring Schering-Plough, Fred Hassan realized the company's main problems stemmed from its global strategy and structure. To remedy the situation, he did away with product groups, eliminated all managerial positions between the country managers and his top management team, and even acquired a Dutch company with potential bestselling new drugs in the pipeline.

1.What kinds of problems was Schering-Plough experiencing with its global strategy and structure?

2.How did Schering-Plough change its global structure to solve these problems?