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Universidad Metropolitana
Administración de Empresas

Arnaldo J. Delucca
Alejandro Alvear
Prof. Pedro Hernández López
MANA 600 – Política y Ética Empresarial
10 de diciembre de 2012

Johnson & Johnson

1. ¿Qué estrategia corporativa sigue Johnson & Johnson?
En Johnson & Johnson utilizan un tipo de diversificación relacionada con poder en el mercado como estrategia corporativa. J&J ha dependido de adquisiciones de otras compañías para entrar y expandir sus negocios en la industria de salud. Han creado una cultura y estructura única donde las compañías adquiridas mantienen su autonomía e independencia para desarrollar y esparcir su producto de mejor venta permitiéndoles trabajar con sus propios recursos, sus departamentos de finanzas y de recursos humanos. Pero con el tiempo a J&J se les ha hecho cada vez más difícil encontrar compañías pequeñas con productos prometedores dentro de la industria para su adquisición. Sin estas adquisiciones y con la baja económica en la industria, J&J se ve obligado a modificar su estrategia.
El CEO William C. Weldon entiende que para mantener el crecimiento deseado de J&J, su mejor oportunidad es aumentar la relación horizontal entre las diferentes unidades de la compañía, la farmacéutica, la unidad de equipos médicos y la de productos de consumo. La colaboración de estas unidades aumentan las posibilidades de crear productos innovadores en la industria, aumentando las ganancias y el crecimiento de J&J. Este cambio de estrategia los convierte en una compañía con una estrategia diversificada relacionada con enfoque en las actividades compartidas con el propósito de aumentar ingresos. Buscan contribuciones positivas de las diferentes unidades de negocio sin cambios de administración, de capital o de activos. 2. ¿Cuáles son las implicaciones de la estrategia corporativa de Johnson & Johnson para su diseño organizacional?
La estrategia corporativa de diversificación relacionada de Johnson & Johnson lo lleva a la necesidad de una estructura matricial. La estructura organizacional matricial es una combinación de las estructuras funcional y divisional. En esta estructura existen múltiples niveles de autoridad donde algunos niveles se reportan a dos individuos del próximo nivel. Esta estructura le ha funcionado a J&J por los últimos 120 años, permitiendo que sus adquisiciones mantengan su autonomía e independencia bajo una oficina corporativa central. La ventaja de este tipo de estructura es el uso de recursos para no duplicar funciones. Esta colaboración y coparticipación en los recursos ayuda a la empresa ser más eficiente y eficaz. Con el cambio en estrategia que Weldon quiere implementar busca la correlación entre las divisiones, con el propósito de generar nuevos productos y alcanzar el nivel de sinergia deseado por Weldon.
Esta estructura también tiene unas implicaciones negativas o desventajas. El alto nivel de costos es una desventaja ya que permiten que las compañías adquiridas mantengan sus operaciones con departamentos propios. Otra desventaja es la estructura de doble subordinación genera incertidumbre, luchas de poder y conflictos por la distribución de recursos. Las relaciones de trabajo se complican por la dependencia que se crea entre unos con otros por el trabajo en equipo, se crea discordia por la división de responsabilidad de tareas entre los miembros de los equipos que por consecuencia afecta a la toma de decisiones.

3. ¿Por qué es la sinergia importante para Johnson & Johnson? ¿Qué ha hecho el CEO Weldon para impulsar esa sinergia?
Johnson & Johnson quiere cambiar su estrategia relacionada para que incluya actividades compartidas entre sus unidades creando sinergia para la producción de nuevos productos. Como pocas compañías tienen la capacidad de J&J en la áreas de farmacia, equipos médicos y diagnósticos, la sinergia que pueden crear estas unidades no puede ser igualada. La sinergia que logren estas unidades es importante para Johnson & Johnson para poder continuar su tendencia de mantener sus adquisiciones autónomas e independientes, manufacturando y descubriendo productos y fármacos que le permitan aumentar sus ganancias.
Para respaldar esta sinergia entre las unidades de la empresa, Weldon ha estimulado la comunicación y colaboración entre sus unidades. J&J ha aumentado su presupuesto de R&D un 10% anualmente por los últimos años. Se estableció grupos constituidos de personas de diferentes unidades para generar estrategias potenciales y proyectos enfocados en enfermedades específicas. El resultado de esta colaboración y sinergia se vio en efecto con el sten medicado llamado Cypher. Este producto utilizado para mantener las arterias abiertas después de una angioplastia, fue la colaboración de la división de farmacia con la división de equipos medicos. Otros productos resultado de la colaboración, estos entra la división de farmacia y la división de productos al consumidor, son la “Band-Aid” liquida, y el champú Nizoral. Weldon ha logrado integrar estos grupos con el fin de obtener ganancia, consiguiendo la eficacia y eficiencia de la empresa.

4. Describa la estrategia de adquisiciones que sigue la empresa. ¿Debe J&J modificar esta estrategia? ¿Cómo?
Johnson & Johnson ha utilizado la estrategia de adquisiciones para su crecimiento, expansión y entrada en el mercado de cuidado de salud. Con las adquisiciones de compañías pequeñas de productos innovadores en la industria y la compra de otros competidores, ha logrado posicionarse entre los suplidores de fármacos, equipos médicos y productos de consumo más grandes en la industria de salud con una extensa oferta de productos y servicios. Esto ha ocasionado que otras empresas tengan que consolidarse para poder mantenerse competitivas en la industria.
Johnson & Johnson no debe modificar su estrategia de adquisiciones ya que le ha funcionado por los últimos 120 años. Sus ventas siempre han sido buenas y le han rendido grandes ganancias a la corporación. Su posición de mercado lo hace el líder en varios productos sin competencia que se acerque. No es hasta esta época que esta estrategia de adquisiciones no ha sido efectiva y no es por que la estrategia no sea buena sino porque no hay compañías que aporten a J&J si son adquiridas. Ahora que buscan sinergia entre sus adquisiciones, hace ver que sus estrategia es una solida y que no se debe cambiar.

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