What agility means for us

What role does agility play in the Boehringer Ingelheim tradition?

Boehringer Ingelheim’s initial success as a family-owned company was based on the industrial production of acids. The move from mass-produced chemical raw materials to patent-protected pharmaceutical specialties required building up a successful own research operation and called for understanding a new customer class – physicians. This example of agility, which turned us into the leading research-driven pharmaceutical company we are today, should serve as an inspiration to us during the current transformation of the healthcare market to also adapt to the needs of those who have to finance our healthcare system.”


CHRISTIAN BOEHRINGER
Chairman of the Shareholders’ Committee

Where will the agile company Boehringer Ingelheim be in 2025?

Agility to 2025 and beyond will allow Boehringer Ingelheim to increase its contribution to patient health. We will be offering new and innovative therapeutic options and breakthroughs to answer medical needs – on the human as well as the animal side. Using new technology, collaborating with our partners even more intensely in networks and being able to manage ever larger data will enable us to target our medicine more precisely to the individual patient, making our products even more effective and increasing the benefit to society.”


HUBERTUS VON BAUMBACH
Chairman of the Board of Managing Directors

How much influence does agility have on the integration of the new Animal Health Business?

In Animal Health, we are currently engaged in building a new unit by bringing two successful companies together. This has given us the opportunity to regroup around what is truly core for our business. One of the cornerstones is a common culture where agility is embedded. In such a process, flexibility and adaptability are called for in order to meet the requirements of our customers and to further expand our leading position in this highly competitive market.”


DR JOACHIM HASENMAIER
Member of the Board of Managing Directors with responsibility for the Animal Health Business Unit

How agile must a company be to position itself successfully on the market?

To be successful in the market it is crucial for a company to be agile. And agility is required in many areas. One is having excellent customer understanding and the agility to react to changing customer perceptions and expectations. Another is the agility to react to changing market conditions. Finally, the agility to respond to competitors’ actions and strategies is important to increase our competitiveness.”


ALLAN HILLGROVE
Member of the Board of Managing Directors with responsibility for the Human Pharma Business Unit

How can agility drive the company’s financial success?

Agility is a precondition for economic success. For this reason, we not only want to recognise ever faster changing internal and external conditions early, but to also draw the right conclusions. Then it is a matter of acting rapidly, but with the necessary diligence. Thus we will also overcome future challenges, compete successfully and deliver the best services to our customers.”


MICHAEL SCHMELMER
Member of the Board of Managing Directors with responsibility for Finance

How can agile Boehringer Ingelheim employees secure the company’s future?

Change is the new normal and the change is changing. Often the whole journey from start to end is unclear. This is where the agility of our organisation and our employees comes into play. Agility is not the opposite of structure. In fact it often requires a disciplined approach to decision making. Combined with accountability and intrapreneurship, it is powerful and a recipe for our success.”


DR ANDREAS NEUMANN
Member of the Board of Managing Directors with responsibility for Human Resources

What does agility mean for Boehringer Ingelheim’s innovative capability?

Agility is required every day in the journey from idea to innovation. It is indispensable for the timely integration of new information, allowing us to learn from failures and build on small wins, step by step, to achieve breakthroughs.”


DR MICHEL PAIRET
Member of the Board of Managing Directors with responsibility for the Innovation Unit