1. What is a "heavyweight project team" and how does it differ from the traditional approach used for organizing development projects at Eli Lilly?This consists of two issues:First, an evaluation of the changes taking place in the pharmaceutical industry and what it is that caused Lilly to feel compelled to try the heavyweight development approach on two of its drug development projects. Second, understanding the essence of the heavyweight team approach, particularly as it has been used by Lilly.
2. What is your assessment of the performance of the two heavyweight project teams described in the case? What factors contributed most to these performance results? In the pharmaceutical context, how far back in the development process should heavyweight teams be deployed (e.g., just for Phase III, Phase II-B, Phase-in-A, Phase I)? Why? Here you will be examining the impact of this team structure on the Zyprexaand Evistaprojects (i.e., what the benefits have been of the heavyweight approach) and exploring what is it about this team structure that provided those benefits.
3. Is the "heavyweight" project team an approach that you would recommend to Lilly for purposes of commercializing the Evistaproduct? What additional recommendations would you make to Lilly management concerning the use of heavyweight teams going forward? This consists of two issues. First, is making recommendations with respect to the use of heavyweight development teams at Lilly in the future. Second, is making recommendations regarding the commercialization team for Evista.