With those short$-$term steps behind you, the longterm challenge is to grow Lilly's drug pipeline? But how? You need to encourage faster, less expensive innovation, which is never easy. Some think that large budgets, centralized approval for allocating research dollars, and siloed research $($where few know and understand what others in the company are working on$)$ stifle innovation and slow the decision$-$making process. If that's the case, what might Lilly do internally to restructure itself to improve communication in product development teams and speed up the entire drug development process? Also, if the traditional company structure used by pharmaceutical firms, typically functional, product, or matrix structures, haven't been successful at encouraging drug development, are there nontraditional organizational structures that Lilly could use to do so that can also help to speed development and lower costs? Finally, to what extent should Lilly outsource parts of its drug development process to outside vendors and companies? Because you risk creating new competitors with your own dollars when you outsource, a general guideline is to only outsource noncore business activities. But when you're a pharmaceutical firm, drug development is the core of your business. Is there a way for Lilly to effectively outsource drug development that gets around those risks? Tick$-$tock. Tick$-$tock. The clock is running.

If you were Lilly's CEO, what would you do$?$