1. You're an up-and-coming assistant to a manager at Roche Group. Your boss is being transferred to the company's recently acquired research facilities at the former Genentech headquarters in San Francisco. She's asked you to compile a brief report on Genentech's overall approach to product innovation. What will you say in your report? (Hint: Structure your report according to the three forms of innovationdiscussed in the text: radical versus incremental, technical versus mana- gerial, and product versus process.)

2. Ex-Roche Chairman Franz Humer committed the parent company to sustaining Genentech's "inno- vative culture," and his successor, Severin Schwan, has stated that he intends to "keep the two respec- tive research and early development organizations as independent units"; merging the two R&D units, he says, "would kill innovation" at Genen- tech. Schwan needs suggestions on how best to follow through on both Humer's commitment and his own. It is no surprise that your boss has asked you to furnish her with two or three ideas that she might pass on to the CEO. What will your suggestions be?

3.Despite the commitments made by its CEOs, Roche Group is an immense company: It employs more than 80,000 people in 150 countries and posted revenues of $48 billion in 2012. There will undoubtedly be changes at Genentech. Generally speaking, what sort of changes might you expect in the following areasorganization structure and design, technology and operations, and people, atti- tudes, and behaviors?

4. More simply speaking, what were the pros and cons of Genentech, from the point of view of OSI pharmaceuticals?

5. Define in licensing and out licensing ventures as mentioned in the case. What are the pro's and con's of each?