Biotechnology Business Model Innovation

This assignment delves into the realm of biotechnology business model innovation. Students are tasked with analyzing the key success factors driving successful implementations within this industry. The focus areas include the influence of market orientation on R&D effectiveness, the importance of supply chain collaboration for long-term partnerships, and the role of emotional intelligence in leadership practices within biotechnology organizations. Students will examine literature and case studies to provide a comprehensive understanding of the complexities and opportunities associated with business model innovation in biotechnology.

RUNNING HEAD: CSL and sustainability
CSL and sustainability

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Table of Contents
Background............................................................................................................................................3
Introduction.......................................................................................................................................3
International business:......................................................................................................................3
PESTEL analysis:.................................................................................................................................3
Competitor analysis:..........................................................................................................................4
Planning and sustainability:...................................................................................................................4
CSL’s vision, mission and values and sustainability............................................................................4
CSL goals setting practices and major type of plans:.........................................................................4
CSL approach towards to planning....................................................................................................5
Sustainability in planning:..................................................................................................................5
Human resource management and sustainability.................................................................................5
HR-related competitive strategies implemented by CSL:..................................................................5
CSL way to hold right people:............................................................................................................5
Management and developing an effective workforce:......................................................................6
CSL management to maintain an effective workforce.......................................................................6
Sustainability in HR practices.............................................................................................................6
Leadership and sustainability................................................................................................................7
CSL leadership and its effectiveness..................................................................................................7
Leadership styles followed in CSL:.....................................................................................................7
Leadership traits and characteristics demonstrated by CSL’s:...........................................................7
CSL’s leadership been able to inspire and motivate people:.............................................................8
Controlling the value chain and technology..........................................................................................8
Operations management...................................................................................................................8
CSL is in managing its supply chain:...................................................................................................9
Implementation of new technology by CSL:......................................................................................9
Sustainability in operations management:......................................................................................10
Recommendation and conclusion.......................................................................................................10
Operations management strategies:...............................................................................................10
HR strategies:..................................................................................................................................11
Leadership management strategies:...............................................................................................11
Planning management strategies:...................................................................................................12
References...........................................................................................................................................14

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CSL and sustainability 3
Background
Introduction
The Commonwealth Serum Laboratories recognized in Australia in 1916 to service the
fitness requirements of a country. is a worldwide forte bio-therapeutics organization that
creates and conveys inventive biotherapies that saves lives, and help individuals with
hazardous medicinal conditions live full lives. BioCSL and the flu immunizations of Novartis
united to make Seqirus, now the second biggest flu antibody organization in the world.
International business:
It comprises of various international factors from which CSL performance will be affected. It
has effect of various diverse forces which will harm the existence of CSL in international
markets. The factors which affects are competitors, international rules and laws, supplying
products to other countries and many more.
PESTEL analysis:
Political and legal factors: CSL is functioning in Medicines, Biotechnology & Life Sciences
in various numbers of countries. It also has exposure to the political environment and
political risks. CSL achieved success in vibrant Medicines, biotechnology & life sciences
business in various nations to spread the dangers of the political environment. The level of
regulation particularly in the field of medicines, biotechnology & life Sciences sector affects
the existence of CSL (Wield, Chataway & Bolo, 2010).
Socio-cultural analysis: Shared convictions and attitudes of the population assume a major
part in how advertisers at CSL Limited will comprehend the customers in a given market and
planning the promotional message for Pharmaceuticals, Biotechnology and Life Sciences
business buyers.
Technological analysis:

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• Latest technical progress by CSL Limited competitors.
• Technology's influence on product way of offering to the customer.
• Effect on cost structure in the biotechnology industry.
• Effect on the value chain of the industry.
Competitor analysis:
CSL beats its competitors by distinguishing the product from other products offered by
competitors. Its main competitors are Pfizer, Cipla, and Life Therapeutics (James, 2010).
Sustainability in product features appeals buyer to purchase and assign more towards CSL,
nowadays consumers are attracted towards product which are ecologically friendly.
Planning and sustainability:
CSL’s vision, mission and values and sustainability:
• They ensure that remedies are harmless and should be of highest class by keeping the
determined standards all the product lifecycle.
• Working rationally in the marketplace by encouraging medicine in a decent technique,
engaged with third parties to boost the objectivity of access and participation of shareholder
in monetary accomplishment (Collins & Porras, 2008).
• Supporting patients and area groups by increasing permission to treatments and upgrading
the personal satisfaction for patients at minimal cost.
CSL goals setting practices and major type of plans:
CSL is a worldwide forte biopharmaceutical organization that means to distinguish, create
and popularize critical, new, bio-therapeutic items that assistance to protect lives by averting
or treating critical medicinal conditions. CSL is focused fundamentally on putting resources

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into its future R&D portfolio and capacities in the territories of immunoglobulin claim to
specialty items, haemophilia items, and innovation pharmaceuticals (Anon, 2013).
CSL approach towards to planning
CSL's strong commitment towards duty regarding subsidizing innovative work by developing
protein-based drugs for neglected therapeutic needs supports it’s preceded by development.
Sustainability in planning:
CSL put resources into execution, engagement and improvement projects to empower and
urge supervisors to characterize particular and quantifiable goals, give and get input, and
precisely evaluate outcomes.
Human resource management and sustainability
HR-related competitive strategies implemented by CSL:
CSL aim is immediate, open and suitable correspondence with all its employee and proper
meeting on business matters. According to Crook, et al., 2012 comprehensively they work
with a scope of various models. They also regard the privilege of workers to look for
portrayal and to go into aggregate bargaining arrangement.
Coordinate associations with representatives: These meeting will be two-way discussions –
they enable directors to get knowledge on what every individual is searching for in their
profession and then giving the representative a clearer picture of how employees career goals
fit into the business direction.
CSL way to hold right people:
Union representation: CSL looks for the successful organization of the union from inside,
which incorporates the appropriate usage of assets and dispersal of data and furthermore
screen the interests of labourers, speak to specialists when conflicts with managers emerge
(Buller & McEvoy, 2012).

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Staff boards and works council: CSL staff boards receive and approve the growth of a human
resources strategy to upkeep the CSL Strategic Plan and regulate or review growth in
applying the human resources approach.
Management and developing an effective workforce:
Workforce diversity is fundamental to CSL's development and long-term achievement. CSL
expects to regard and energize assorted variety in every one of its structures, including sex,
age, ethnicity, sexual introduction, and social foundation.
CSL management to maintain an effective workforce
CSL gives learning and advancement chances to workers at all levels. They intend to
ceaselessly enhance representatives' abilities to enable them to satisfy their work securely,
successfully and reliably. Performance review is done regularly of all professionals,
executives, management team, employees and much more is conducted periodically to assess
the performance. Moreover, these are also linked to incentives and rewards with proportion to
work performed (Boselie, 2010). Moreover, cash bonus, as well as the short-term bonus, is
also provided to all cadre of the employee to ensure their retention for the longer term. A
yearly worldwide ability audit process covering gives the CSL an opportunity to recognize
high-potential representatives and encourages additional contribution on ability evaluation
from senior administrators outside the worker's business/site.
Sustainability in HR practices:
CSL started the execution of HR2020, an exhaustive program that will build up the
establishment and foundation required to accomplish general vital goal of attracting in,
creating and holding the best ability. This sustainability practice will involve another HR
working model, the foundation of HR benefit focuses in Australia.

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Leadership and sustainability
CSL leadership and its effectiveness
Effective leadership is the main reason behind CSL success. Leaders continuously
communicate the boards’ message, delegate projects and inspire workers. A leadership style
selected and opted completely depends on a director's personality in charge (Chhokar,
Brodbeck & House, 2013). CSL select a leader who has an individual style of coordinating
with the requirements of the group or engage an idea of the person who is having the ideal
leadership style, which varies according to situation and needs of the organization.
Leadership styles followed in CSL:
In this leadership style adopted by CSL assistants are involved in process of taking decisions
regarding company targets and objectives. This headship is focused on subordinates’ efforts
in taking CSL to heights. The democratic leader clenches ultimate accountability, CSL is
effective in delegating authority to individuals who can work on upcoming projects.
Transformational leadership: It inspires all employees of CSL to perform more than initially
expected and it regularly gives outcomes greater than anticipated. They set more stimulating
opportunities and usually attain greater performance.
Leadership traits and characteristics demonstrated by CSL’s:
CSL is having self-assurance and emotional stability as main leadership traits to maintain and
develop an effective workforce (Radhakrishnan & UdayaSuriyan, 2010). Moreover, self-
assurance gives leaders company to take the decision without freely giving freedom them to
deal with company issues timely.
CSL’s leadership been able to inspire and motivate people:
Transformational leadership: CSL pay consideration to the issues and requirements of
employees, encourage intellect, deliver the vision and a sense of mission, transfer

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expectations and changes awareness of concerns by serving them (Avolio & Yammarino,
2013).
Charismatic leadership: Charismatic leadership in CSL generally try to create the position
improved. Charismatic leaders are recognized during the period of crisis as they display
brilliant dedication to and proficiency in fields of difficulty.
Sustainability in leadership:
The leadership styles and traits followed create CSL a better organization to work for as older
issues are resolved in newer ways. This helps CSL not only to achieve targets with prescribed
time but also help employees in raising their issues to the concerned authority and remove it
timely.
Controlling the value chain and technology
Operations management
Quality of a brand is more critical than a description. This target explains how well an item in
market performs as per its description. The engaging highlights of an item, its dependability
and many more are additionally viewed as significant while assessing quality target. This
target causes the organization to regulate the nature of an item which is satisfactory to clients
(Schiestl, et al., 2011). The CSL products in the market are of good quality and have
importance in mind of people. Another factor affecting CSL operations management is its
speed of delivering its product to the customer. The speed of delivery reflects the time needed
by CSL to manufacture and create a new product according to the customer and environment
demand. Moreover shifting of CSL to digital marketing will help CSL to contact to all parties
of business feasibly.

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CSL is in managing its supply chain:
The relationship of CSL with its suppliers is administered according to the laws set by
Critical Supplier Management Standard Operating Procedure. This board instructs CSL to
appoint a manager for as well as the executive sponsor. These two authorities will decide the
supplier’s annual meeting in which various topics regarding quality, performance, objectives
and much more will be discussed to ensure efficient supply to CSL (Ramanathan
Gunasekaran, 2014). The company is also effective in expanding its network as soon as
projects mature and require extension. Due to this it becomes worldwide interconnected
which helps in mitigating the risks of increased demand. A key target of CSL is also to
develop a regular supply excellence and also maintaining the end-to-end business process of
suppliers, this to be achieved by CSL by the end of 2017. The company has initiated
expansion of consistent surveys and which will help in implementing a rationalized
procedure, leveraging superior structures and tools.
Implementation of new technology by CSL:
Computerized supplies administration is the upcoming time for any business. The utilization
of modernized dispatching and following frameworks incorporates all operations from one
board. CSL is managing most of its supply chain network management through the computer
network. In addition, it is presently probable to have such a board in mobile, through which
CSL organizes stock information, oversee the shipping, screen dissemination and make an
electronic bill of landing (Ruttan & Thirtle 2014). This upgrades client encounter and
decreases mistakes in the whole procedure. CSL will soon incorporate a pilot programme to
assess suppliers throughout the ESG (environmental, social and governance). It will also
enable pilot and assist the assortment of suppliers. Moreover, CSL appointed a self-governing
related to inherent risk and labour practices in the major countries of its suppliers.

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Sustainability in operations management:
CSL attained sustainability in supplier by removing or disconnecting from suppliers who are
not following an ethical code of conduct benchmarked by CSL. Moreover, the CSL adheres
to its values and expectations at the time of contracting which defines the rules and procedure
it will require in future. CSL adopts all the practices of removing trafficking by humans,
slavery practices of labour and influential labour.
Recommendation and conclusion
Operations management strategies:
TQM is basically alarmed about unceasing changes in work, from strategic planning to
elaboration in the implementation of the target. CSL can implement this exercise to
unceasingly enhance outcomes in all area of work on regular basis to increase capacities
(Krajewski, Ritzman & Malhotra, 2013). The domains for CSL to enhance organization
capacity change are request time, supply period, development, operations and employees’
ability. CSL can embrace this strategy keeping in mind the end goal to enhance ranges like
strict rules for item stock organization and quality. Furthermore, stock ought to be settled by
diminishing stock levels. CSL can control faults in stock administration from happening and
where faults repeat, halting age till the point that the methodology can be helped, to keep the
item out of faults.
CSL can use lean procedure as system and method to manage operational issues in future. It
is a deliberate procedure for minimization inside a system without relinquishing benefit
(Sarkis, Zhu and Lai, 2011). CSL should revaluate by lessening the overburden and waste
during stock administration. Working from the perspective of the client, CSL have to
consider a product or administration, as selling is an ultimate activity that a customer pays
for. So CSL can hold in future shelter to control quality and control over it.

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HR strategies:
Employer branding:
The development of the incentive model in the company, on the premise of culture around the
CSL way of life, organization style, and capacities to existing representatives will
considerably help CSL to discover and select right possibility for the organization (Stahl, et
al., 2012). With help of this, it can configuration opening for work to attract in applicants and
support, bring into line and furthermore upgrade the brand.
Creating a flexible and strong culture:
CSL accrediting its goodwill and guidelines for the future of the association is focusing on
growing the reasonability of the representatives by concentrating on giving a pleasant
workplace that the specialists feel lively. Moreover it will enhance the brands inside culture
and upgrade the result and develop the association's value amongst audience.
Leadership management strategies:
Delegation: The best company is one which has knowledge of taking good projects gets them
done on time. This can be effectively done by delegation. Delegating work to junior levels of
employees and influencing them to feel included creates the open door for the association
also representatives to develop. For the situation, a supervisor assigns his obligation to
representatives will make them feel more included and have better chance to develop new
capacities (Anantatmula, 2010). Assigning will enable the CSL managers to better focus on
the objectives he has to accomplish in future.
Living according to moral and value: Taking decisions with reference to morals and values
will help CSL to mitigate various problems related to organizational issues. It leaves a bad
image for the company if CSL is not accepting the equal value for all employees. An ethical

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and effective company should discuss and communicate the value and morals to be
acceptable in an organization.
Willing to admit and accept failure:
A successful company is not one who achieves finest every time but is one who learns from
failure and mistakes. This strategy will help managers of CSL in future to face the difficult
situation with ease. The acceptance of failures by a company helps it to judge others from all
points of view and lead the organization in future to heights. This trait is generally lacking in
most of the successful companies.
Planning management strategies:
Embrace changing business models:
A shift to other business models like adopting e-business models on which biotech can
depend on easily for the multifaceted network of consultants, contractors, service firms,
promotion, and distribution network. As these are increasing at very fast pace and be
combated by online system of management of above networks only.
Successful companies in the future like CSL should keep searching for novel ways to sleek
processes down to the maximum cost-effective core and strong attention only on plans which
are intended to raise its value (Chesbrough, 2010).
Target new benchmarks for success:
CSL should develop and possess products for the market for which revenue can be predicted
before going to the target audience, thus eradicating technology, controlling, and
compensation hazards (De Luca & Vicari, 2010). CSL is trying to gain liquidity for their
initial stakeholders which it is looking to acquire in future. Meanwhile, it is also looking for

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financing to loan their technology which will enable CSL to be capable of turning to other
pharmaceutical firms searching to make stronger their networks.

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References
Anantatmula, V.S., 2010. Project manager leadership role in improving project
performance. Engineering Management Journal, 22(1), pp.13-22.
Anon, 2013. CSL Behring phase change III, Australia, Canada, Europe, Israel, Russia
(haemophilia). R & D Focus Drug News, pp.R & D Focus Drug News, March 19, 2013.
Avolio, B.J. and Yammarino, F.J. eds., 2013. Introduction to, and overview of,
transformational and charismatic leadership. In Transformational and Charismatic
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Batt, R. and Banerjee, M., 2012. The scope and trajectory of strategic HR research: Evidence
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Management, 23(9), pp.1739-1762.
Boselie, P., 2010. Strategic human resource management: A balanced approach. Tata
McGraw-Hill Education.
Buller, P.F. and McEvoy, G.M., 2012. Strategy, human resource management and
performance: Sharpening line of sight. Human resource management review, 22(1), pp.43-
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Chesbrough, H., 2010. Business model innovation: opportunities and barriers. Long range
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Chhokar, J.S., Brodbeck, F.C. and House, R.J. eds., 2013. Culture and leadership across the
world: The GLOBE book of in-depth studies of 25 societies. Routledge.

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Collins, J.C. and Porras, J.I., 2008. CMR Classics: Organizational Vision and Visionary
Organizations. California management review, 50(2), pp.117-137.
Crook, T.R., Todd, S.Y., Combs, J.G., Woehr, D.J. and Ketchen Jr, D.J., 2011. Does human
capital matter? A meta-analysis of the relationship between human capital and firm
performance.
De Luca, L.M., Verona, G. and Vicari, S., 2010. Market orientation and R&D effectiveness
in High‐Technology firms: An empirical investigation in the biotechnology industry. Journal
of Product Innovation Management, 27(3), pp.299-320.
James, C., 2010. Global status of commercialized biotech/GM crops: 2010. Ithaca:
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Radhakrishnan, A. and UdayaSuriyan, G., 2010. Emotional intelligence and its relationship with
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Ramanathan, U. and Gunasekaran, A., 2014. Supply chain collaboration: Impact of success in
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Sarkis, J., Zhu, Q. and Lai, K.H., 2011. An organizational theoretic review of green supply
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Stahl, G., Björkman, I., Farndale, E., Morris, S.S., Paauwe, J., Stiles, P., Trevor, J. and
Wright, P., 2012. Six principles of effective global talent management. Sloan Management
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