ATHENA

CONSULTING​
Eve O’Hea Clayton Coyle Theresa Hilp Seamus O’Brien
 Executive Summary
Purpose Story So Far What's Next Path to Success

Making a positive impact A leading pharmaceutical Finding a future-proofed Introducing the Ubuntu
on millions of people company  strategic direction GSK can strategy
around the world • founded in 2001 head towards.  

Be a better business for

Exec Summary • global market share of
7% in 2001 Overcoming potential
Generating a flywheel of
success between
patients, doctors, • Global workforce of internal issues. employees, doctors,

2019
employees and 100,000 employees patients, and shareholders
shareholders • Spread across 150 Building a promising
countries pipeline to be able to serve Making GSK agile and
Generate a return for the world the products focused
Investors by increased needed 
share price 
Strengthen our ability to be
Maintaining leading innovative, nimble and
position efficient.

Exec Summary Analysis Paths Forward Recommendations Implementation Conclusion

 S I T U AT I O N A L A N A LY S I S : T H E P O S I T I V E S
Company Internal Strengths Opportunities we can build on from these strengths

Strong asset base 1 Emerging/ unserved markets

2 Inelasticity of products  
Experience and Partnerships

3 Sales potential in the pharma industry

Large portfolio base

Exec Summary Analysis Paths Forward Recommendations Implementation Conclusion

 S I T U AT I O N A L A N A LY S I S : T H E P O S I T I V E S
Company Internal Strengths Opportunities we can build on from these strengths

Strong asset base 1 Emerging/ unserved markets

GSK is
needed
in this
world
2 Inelasticity of products  
Experience and Partnerships

3 Sales potential in the pharma industry

Large portfolio base

Exec Summary Analysis Paths Forward Recommendations Implementation Conclusion

 S I T U AT I O N A L A N A LY S I S : T H E N E G AT I V E S
GSK Internal Weaknesses Threats we run in to due to the weaknesses

1 Profitability Issues 

Under-management

2 Brand Dilution

Lack of consistency and strategic 3 Inability to deliver the products the world needs
direction 

4 Inability to withstand competition

Underperformance of R&D
department 
 S I T U AT I O N A L A N A LY S I S : T H E N E G AT I V E S
GSK Internal Weaknesses Threats we run in to due to the weaknesses

1 Profitability Issues 

Under-management

2 Brand Dilution

Lack of consistency and strategic 3 Inability to deliver the products the world needs
direction 

4 Inability to withstand competition

Underperformance of R&D
department 
 P ro s a n d C o n s :   S p i n n i n g o f f c o n s u m e r h e a l t h c a re ?  

Pros  Cons
Clear Focus / Expertise  Lack of synergy effects 
• Able to refocus (R&D) • Knowledge 
• Precise capital allocation  • Communication 
• Economies of scope 
Agile 
• Able to adapt fast Time investment that will not turn around
the company 
Clear mission 
• Dedicated team  Reduction of assets 

Clear overview of responsibilities

• Easier tracking and monitoring of
performance  

Exec Summary Analysis Paths Forward Recommendations Implementation Conclusion

 P ro s a n d C o n s :   S p i n n i n g o f f c o n s u m e r h e a l t h c a re ?  

Pros  Cons
Clear Focus / Expertise  Lack of synergy effects 
• Able to refocus (R&D) • Knowledge 
• Precise capital allocation  • Communication 
• Economies of scope 
Fast-m
Agile  oving w
orld
• Able to adapt fast Time investment that will not turn around
the company  P ressure
Clear mission  to act n
ow
• Dedicated team  Reduction of assets 

Clear overview of responsibilities

• Easier tracking and monitoring of
performance  

Exec Summary Analysis Paths Forward Recommendations Implementation Conclusion

 Paths Forward
A Foot in Multiple Camps Ubuntu
Extending partnerships with Spin off the consumer healthcare
universities and industry think tanks segment 
Becoming exclusive collaborators for Division of the consumer healthcare
discovery programs business

Exec Summary
Increasing joint ventures  Generating a flywheel of success
between employees,
Joint ventures in the consumer
healthcare business to extent GSK's doctors, patients, shareholders

2019
presence in this sector 
Internal transformation
Short-term deals Making GSK agile and dynamic
Closing short-term deals with a
variety of competitors in the
pharmaceutical, vaccine and
consumer health care business

Exec Summary Analysis Paths Forward Recommendations Implementation Conclusion

 Selection Criteria
• Innovation
Launching new successful drugs & vaccines is the cornerstone of GSK’s pharma
& Vaccine business 

• Nimble
Adaptability and ability to pivot in a VUCA environment is essential 

• Efficient and profitable 

Revitalising the existing workforce will allow GSK to deliver on their plans and
thereby increase profitability 

Exec Summary Analysis Paths Forward Recommendations Implementation Conclusion

 Paths Forward: Prioritization

A foot in Two Camps Ubuntu

Innovation

Nimble

Efficiency and Profitability 

Totals 7 S 14 S

Exec Summary Analysis Paths Forward Recommendations Implementation Conclusion

 Introducing: Ubuntu
Generating a flywheel of success between employees, doctors, patients, shareholders
Employees
Focus on aligning activities with success,and sharing recognition. Acknowledging
the challenging period, we've been through, and cultivating collective buy in for
our shared future.
Pipeline Strategy
Rephasing of drug passthroughs in each phase, to protect resources and better
manage expectations of doctors and patients for phase 2 and phase 3 drugs Shareholders
Employees
Pipeline Strategy
Patients
Doctors
Doctors
Tightening our partnerships where our tires touch the road. Building a better
understanding of the environment they live in, and working hard to become allies
in their business.
Patients
Getting safer, higher efficacy drugs into the hands of patients who need help, in a
faster timeline. Supporting them with doctors better educated on what to expect
when using GSK pharmaceutical products.
Shareholders
Rebuild frayed relationships with shareholders, educating them on our shared
vision, and their role in its success.
Exec Summary Analysis Paths Forward Recommendations Implementation Conclusion
 Introducing: Ubuntu
Generating a flywheel of success between employees, doctors, patients, shareholders
Employees
Focus on aligning activities with success, and sharing recognition. Acknowledging
the challenging period we've been through, and cultivating collective buy in for
our shared future.
Pipeline Strategy
Rephasing of drug passthroughs in each phase, to protect resources and better
manage expectations of doctors and patients for phase 2 and phase 3 drugs Shareholders
Employees
Pipeline Strategy
Patients
Doctors
Doctors
Tightening our partnerships where our tires touch the road. Building a better
understanding of the environment they live in, and working hard to become allies
in their business.
Patients
Getting safer, higher efficacy drugs into the hands of patients who need help, in a
faster timeline. Supporting them with doctors better educated on what to expect
when using GSK pharmaceutical products.
Shareholders
Rebuild frayed relationships with shareholders, educating them on our shared
vision, and their role in its success.
Exec Summary Analysis Paths Forward Recommendations Implementation Conclusion
 Introducing: Ubuntu
Generating a flywheel of success between employees, doctors, patients, shareholders
Employees
Focus on aligning activities with success, and sharing recognition. Acknowledging
the challenging period we've been through, and cultivating collective buy in for
our shared future.
Pipeline Strategy
Rephasing of drug passthroughs in each phase, to protect resources and better
manage expectations of doctors and patients for phase 2 and phase 3 drugs Shareholders
Employees
Pipeline Strategy
Patients
Doctors
Doctors
Tightening our partnerships where our tires touch the road. Building a better
understanding of the environment they live in, and working hard to become allies
in their business.
Patients
Getting safer, higher efficacy drugs into the hands of patients who need help, in a
faster timeline. Supporting them with doctors better educated on what to expect
when using GSK pharmaceutical products.
Shareholders
Rebuild frayed relationships with shareholders, educating them on our shared
vision, and their role in its success.
Exec Summary Analysis Paths Forward Recommendations Implementation Conclusion
 Introducing: Ubuntu
Generating a flywheel of success between employees, doctors, patients, shareholders
Employees
Focus on aligning activities with success, and sharing recognition. Acknowledging
the challenging period we've been through, and cultivating collective buy in for
our shared future.
Pipeline Strategy
Rephasing of drug passthroughs in each phase, to protect resources and better
manage expectations of doctors and patients for phase 2 and phase 3 drugs Shareholders
Employees
Pipeline Strategy
Patients
Doctors
Doctors
Tightening our partnerships where our tires touch the road. Building a better
understanding of the environment they live in, and working hard to become allies
in their business.
Patients
Getting safer, higher efficacy drugs into the hands of patients who need help, in a
faster timeline. Supporting them with doctors better educated on what to expect
when using GSK pharmaceutical products.
Shareholders
Rebuild frayed relationships with shareholders, educating them on our shared
vision, and their role in its success.
Exec Summary Analysis Paths Forward Recommendations Implementation Conclusion
 Introducing: Ubuntu
Generating a flywheel of success between employees, doctors, patients, shareholders
Employees
Focus on aligning activities with success, and sharing recognition. Acknowledging
the challenging period we've been through, and cultivating collective buy in for
our shared future.
Pipeline Strategy
Rephasing of drug passthroughs in each phase, to protect resources and better
manage expectations of doctors and patients for phase 2 and phase 3 drugs Shareholders
Employees
Pipeline Strategy
Patients
Doctors
Doctors
Tightening our partnerships where our tires touch the road. Building a better
understanding of the environment they live in, and working hard to become allies
in their business.
Patients
Getting safer, higher efficacy drugs into the hands of patients who need help, in a
faster timeline. Supporting them with doctors better educated on what to expect
when using GSK pharmaceutical products.
Shareholders
Rebuild frayed relationships with shareholders, educating them on our shared
vision, and their role in its success.
Exec Summary Analysis Paths Forward Recommendations Implementation Conclusion
 Employees
• Why is this important?
• The leadership team has been changed Employees
• 40% of executives have changed Shareholders
Employees
Pipeline Strategy
Patients
• 100 of the top 125 managers have been replaced
Doctors

• 3,800 employees have been removed

• We need to work on integrating new people and addressing the survivor guilt that
likely exists in your business.

• How will we make it happen? 

• Top Down & Bottom Up approach
• Top Down: Creation of a new vision presentation that is delivered down through the organisation
• Bottom Up: Listening sessions at every level to understand what's working and not working
throughout the organisation.
• Change thermometer for any future large scale changes
• Understanding what the volume of change has been in the preceding 12, 24 and 36 months.
•How will we measure success?
• Role Mapping and Recognition
• Employee retention trends
• HR team to work with all dept. heads on understanding the value of every function to the mission
of the overall organisation • Employe voice survey
• 1st phase sales & R&D  • Further listening session in 6 months
• 2nd phase teams that directly support the above 
• All other departments 

Exec Summary Analysis Paths Forward Recommendations Implementation Conclusion

 Employees
• Why is this important?
• The leadership team has been changed Employees
• 40% of executives have changed Shareholders
Employees
Pipeline Strategy
Patients
• 100 of the top 125 managers have been replaced
Doctors

• 3,800 employees have been removed

• We need to work on integrating new people and addressing the survivor guilt that
likely exists in your business.

• How will we make it happen? 

• Top Down & Bottom Up approach
• Top Down: Creation of a new vision presentation that is delivered down through the organisation
• Bottom Up: Listening sessions at every level to understand what's working and not working
throughout the organisation.
• Change thermometer for any future large scale changes
• Understanding what the volume of change has been in the preceding 12, 24 and 36 months.
•How will we measure success?
• Role Mapping and Recognition
• Employee retention trends
• HR team to work with all dept. heads on understanding the value of every function to the mission
of the overall organisation • Employe voice survey
• 1st phase sales & R&D  • Further listening session in 6 months
• 2nd phase teams that directly support the above 
• All other departments 

Exec Summary Analysis Paths Forward Recommendations Implementation Conclusion

 Employees
• Why is this important?
• The leadership team has been changed Employees
• 40% of executives have changed Shareholders
Employees
Pipeline Strategy
Patients
• 100 of the top 125 managers have been replaced
Doctors

• 3,800 employees have been removed

• We need to work on integrating new people and addressing the survivor guilt that
likely exists in your business.

• How will we make it happen? 

• Top Down & Bottom Up approach
• Top Down: Creation of a new vision presentation that is delivered down through the organisation
• Bottom Up: Listening sessions at every level to understand what's working and not working
throughout the organisation.
• Change thermometer for any future large scale changes
• Understanding what the volume of change has been in the preceding 12, 24 and 36 months.
•How will we measure success?
• Role Mapping and Recognition
• Employee retention trends
• HR team to work with all dept. heads on understanding the value of every function to the mission
of the overall organisation • Employee voice survey
• 1st phase sales & R&D  • Further listening session in 6 months
• 2nd phase teams that directly support the above 
• All other departments 

Exec Summary Analysis Paths Forward Recommendations Implementation Conclusion

 Pipeline Strategy
• Why is this important?
• We introduce fewer drugs in phase 1 than AstraZeneca and Pfizer (35 vs 45 and
36 respectively).
• We introduce more drugs in phase 2 and have the worst progression to phase 3. Shareholders
Employees
Pipeline Strategy
Patients
Doctors
Pipeline
• This means we are under investing in the experimental phase 1 stage, but then Strategy
increasing our investment into drugs in phase 2 that are ultimately
unsuccessful.
• How will we make it happen? 
• Expectation Framework on Failure and Success
• Progression through our 3 phases should be like a funnel, with high
numbers of drugs in phase 1 being experimented with, tight gates to •How will we measure success?
progress, and then a focus on our most likely success stories through • Number of new drugs entering
phase 2 and phase 3. phase 1
• R&D Agile Frameworks  • Success rates of drugs moving from
• Agile R&D drug teams using the sprint agile framework, sprint planning, phase 1 to 2 [Embrace failure]
daily scrum, sprint review, sprint retrospective./  • Success rates of drugs moving from
• Commission Structures  phase 2 to 3 [Cultivate success]
• Shared success stories across the 4 teams 
• When a team gets a win everyone benefits

Exec Summary Analysis Paths Forward Recommendations Implementation Conclusion

 Pipeline Strategy
• Why is this important?
• We introduce fewer drugs in phase 1 than AstraZeneca and Pfizer (35 vs 45 and
36 respectively).
• We introduce more drugs in phase 2 and have the worst progression to phase 3. Shareholders
Employees
Pipeline Strategy
Patients
Doctors
Pipeline
• This means we are under investing in the experimental phase 1 stage, but then Strategy
increasing our investment into drugs in phase 2 that are ultimately
unsuccessful.
• How will we make it happen? 
• Expectation Framework on Failure and Success
• Progression through our 3 phases should be like a funnel, with high
numbers of drugs in phase 1 being experimented with, tight gates to •How will we measure success?
progress, and then a focus on our most likely success stories through • Number of new drugs entering
phase 2 and phase 3. phase 1
• R&D Agile Frameworks  • Success rates of drugs moving from
• Agile R&D drug teams using the sprint agile framework, sprint planning, phase 1 to 2 [Embrace failure]
daily scrum, sprint review, sprint retrospective./  • Success rates of drugs moving from
• Commission Structures  phase 2 to 3 [Cultivate success]
• Shared success stories across the 4 teams 
• When a team gets a win everyone benefits

Exec Summary Analysis Paths Forward Recommendations Implementation Conclusion

 Pipeline Strategy
• Why is this important?
• We introduce fewer drugs in phase 1 than AstraZeneca and Pfizer (35 vs 45 and
36 respectively).
• We introduce more drugs in phase 2 and have the worst progression to phase 3. Shareholders
Employees
Pipeline Strategy
Patients
Doctors
Pipeline
• This means we are under investing in the experimental phase 1 stage, but then Strategy
increasing our investment into drugs in phase 2 that are ultimately
unsuccessful.
• How will we make it happen? 
• Expectation Framework on Failure and Success
• Progression through our 3 phases should be like a funnel, with high
numbers of drugs in phase 1 being experimented with, tight gates to •How will we measure success?
progress, and then a focus on our most likely success stories through • Number of new drugs entering
phase 2 and phase 3. phase 1
• R&D Agile Frameworks  • Success rates of drugs moving from
• Agile R&D drug teams using the sprint agile framework, sprint planning, phase 1 to 2 [Embrace failure]
daily scrum, sprint review, sprint retrospective./  • Success rates of drugs moving from
• Commission Structures  phase 2 to 3 [Cultivate success]
• Shared success stories across the 4 teams 
• When a team gets a win everyone benefits

Exec Summary Analysis Paths Forward Recommendations Implementation Conclusion

 Existing vs Future Funnel

Shareholders
Employees
Pipeline Strategy
Patients
Doctors
Pipeline
Strategy

Exec Summary Analysis Paths Forward Recommendations Implementation Conclusion

 Existing vs Future Funnel
High number of drugs High investment

Shareholders
Employees
Pipeline Strategy
Patients
Doctors
Pipeline
Strategy

Successful Drugs

Phase 1 Phase 2 Phase 3

Low number of
Low investment
concepts

Exec Summary Analysis Paths Forward Recommendations Implementation Conclusion

 Doctors 
• Why is this important?
• More access to phase 1 drugs 
Shareholders
Employees
Pipeline Strategy
•
Patients
More confidence in phase 2 drugs  Doctors

• Deepen relationships
Doctors
• Better quality of life 
• How will we make it happen? 
• Customer advisory board 
• Discuss success stories 
• Education on working with the drugs, setting expectations 
• Supporting Drs business & well being 
• Doctor helpline 

•How will we measure success?

• Increase in sales per doctor
• New patient acquisition  

Exec Summary Analysis Paths Forward Recommendations Implementation Conclusion

 Doctors 
• Why is this important?
• More access to phase 1 drugs 
• More confidence in phase 2 drugs  Shareholders
Employees
Pipeline Strategy
Patients
Doctors

• Deepen relationships
• Better quality of life  Doctors
• How will we make it happen? 
• Customer advisory board 
• Discuss success stories 
• Education on working with the drugs, setting expectations 
• Supporting Drs business & well being 
• Doctor helpline 

•How will we measure success?

• Increase in sales per doctor
• New patient acquisition  

Exec Summary Analysis Paths Forward Recommendations Implementation Conclusion

 Doctors 
• Why is this important?
• More access to phase 1 drugs 
• More confidence in phase 2 drugs  Shareholders
Employees
Pipeline Strategy
Patients
Doctors

• Deepen relationships
• Better quality of life  Doctors
• How will we make it happen? 
• Customer advisory board 
• Discuss success stories 
• Education on working with the drugs, setting expectations 
• Supporting Drs business & well being 
• Doctor helpline 

•How will we measure success?

• Increase in sales per doctor
• New patient acquisition  

Exec Summary Analysis Paths Forward Recommendations Implementation Conclusion

 Patients 
• Why is this important?
• Quicker, more effective drugs 
• Less side effects & improved efficacy  Shareholders
Employees
Pipeline Strategy
Patients
Doctors
Patients
• Better quality of life 

• How will we make it happen? 

• Providing the relevant, timely drug option
• Better educated doctors  •How will we measure success?
• Doctors prescribing the right medicine at the right time  • Efficacy rate 
• Survey our doctors to  measure patient loyalty 

Exec Summary Analysis Paths Forward Recommendations Implementation Conclusion

 Patients 
• Why is this important?
• Quicker, more effective drugs 
• Less side effects & improved efficacy  Shareholders
Employees
Pipeline Strategy
Patients
Doctors
Patients
• Better quality of life 

• How will we make it happen? 

• Providing the relevant, timely drug option
• Better educated doctors  •How will we measure success?
• Doctors prescribing the right medicine at the right time  • Efficacy rate 
• Survey our doctors to  measure patient loyalty 

Exec Summary Analysis Paths Forward Recommendations Implementation Conclusion

 Patients 
• Why is this important?
• Quicker, more effective drugs 
• Less side effects & improved efficacy  Shareholders
Employees
Pipeline Strategy
Patients
Doctors
Patients
• Better quality of life 

• How will we make it happen? 

• Providing the relevant, timely drug option
• Better educated doctors  •How will we measure success?
• Doctors prescribing the right medicine at the right time  • Efficacy rate 
• Survey our doctors to  measure patient loyalty 

Exec Summary Analysis Paths Forward Recommendations Implementation Conclusion

 Shareholders 
• Why is this important?
• Decline of 15% in GSK share price  Shareholders
• Remain desirable to future investors  Shareholders
Employees
Pipeline Strategy
Patients
Doctors

• Industry success 

• How will we make it happen? 

• Faster more effective drugs to market 
• Better access to talent acquisition 
• More winners, $bn dollar drug 
• Renewed confidence in GSK brand 

•How will we measure success?

• Increase in share price 
• Number of $bn dollar drug launches 

Exec Summary Analysis Paths Forward Recommendations Implementation Conclusion

 Shareholders 
• Why is this important?
• Decline of 15% in GSK share price  Shareholders
• Remain desirable to future investors  Shareholders
Employees
Pipeline Strategy
Patients
Doctors

• Industry success 

• How will we make it happen? 

• Faster more effective drugs to market 
• Better access to talent acquisition 
• More winners, $bn dollar drug 
• Renewed confidence in GSK brand 

•How will we measure success?

• Increase in share price 
• Number of $bn dollar drug launches 

Exec Summary Analysis Paths Forward Recommendations Implementation Conclusion

 Shareholders 
• Why is this important?
• Decline of 15% in GSK share price  Shareholders
• Remain desirable to future investors  Shareholders
Employees
Pipeline Strategy
Patients
Doctors

• Industry success 

• How will we make it happen? 

• Faster more effective drugs to market 
• Better access to talent acquisition 
• More winners, $bn dollar drug 
• Renewed confidence in GSK brand 

•How will we measure success?

• Increase in share price 
• Number of $bn dollar drug launches 

Exec Summary Analysis Paths Forward Recommendations Implementation Conclusion

 Metrics for Success

KPI Metric Description

Share price  >30% Increase in Share Price year on year 

We expect our revenue to grow due to the restructure and

Revenue Growth  >10% spinoff option

Realization of New Drugs Delivery of the new drugs to the market through the final
80-100% stages of testing, yearly
to Market

Drugs will not proceed to Phase 2 / 3 if they are identified in

80% in P2
Fail Fast of Drugs Phase 1. The drugs will need to fail within first 6 months.
proceed to P3 Ensuring the selection of successful drugs for phase 2 early

Exec Summary Analysis Paths Forward Recommendations Implementation Conclusion

 Risk and their Mitigation 
Risk matrix Risks and Countermeasure
Probability

Risk Countermeasure

Detailed analysis and

Investors do not agree to
A modelling of the projections to
A the strategy
ensure viability of the strategy

Extensive campaign to
reassure the quality and
B Loss of Reputation
C B effectiveness of the “New
GSK”

Employee Engagement
C Loss of Staff Morale
Program

Impact

Exec Summary Analysis Paths Forward Recommendations Implementation Conclusion

 STRATEGY IMPLEMENTATION TIMELINE 1

KEY ASSUMPTIONS

Competition authority approval

granted within 6 months

Consumer Healthcare – sources

New Owners

Internal Restructure Handled

after Competition authority
approved

Extensive External Marketing

Campaign to maintain goodwill
and reputation

Exec Summary Analysis Paths Forward Recommendations Implementation Conclusion

 KEY FINANCIAL ASSUMPTION & DEVELOPMENT
KEY ASSUMPTIONS
R e v e n u e F o r e c a s t & Tr e n d s
Successful spin off the Consumer
healthcare
Pharma Sales - Projected (Post Spinoff)
35,000

30,000 Spinoff of consumer will reduce

25,000
existing revenues by £10b

20,000

15,000 Approximately 30% growth with

10,000
some contingency

5,000

-
Projected future growth based on
2000 2005 2010 2015 2020 2025 2030 2035
Late-Stage Trials (May improve)
Revenue Gross Profit
Growth % Increase

Exec Summary Analysis Paths Forward Recommendations Implementation Conclusion

 KEY NUMBERS

Revenues R&D Costs Total Equity Goodwill

2023 - £20,000m Current R&D Costs From sale of Goodwill has

£3.4b with gradual Consumer Healthcare increased
2031 - £33,000 increase of 5% over Total Equity will drop substantially in 2018
next 8 Years ~ to between 33% & & 2019 – Could have
50% to a value of an impact via spinoff
37% Growth Approx £5b £15b to £10b £15b to £10b

Exec Summary Analysis Paths Forward Recommendations Implementation Conclusion

 Executive Summary

Purpose Story So Far What's Next Path to Success

Making a positive impact A leading pharmaceutical Finding a future-proofed Introducing the Ubuntu
on millions of people company  strategic direction GSK can strategy
around the world • founded in 2001 head towards.  

Be a better business for

Exec Summary • global market share of
7% in 2001 Overcoming potential
Generating a flywheel of
success between
patients, doctors, • Global workforce of internal issues. employees, doctors,

2019
employees and 100,000 employees patients, and shareholders
shareholders • Spread across 150 Building a promising
countries pipeline to be able to serve Making GSK agile and
Generate a return for the world the products focused
Investors by increased needed 
share price 
Strengthen our ability to be
Maintaining leading innovative, nimble and
position efficient.

Exec Summary Analysis Paths Forward Recommendations Implementation Conclusion

 Executive Summary

Purpose Story So Far What's Next Path to Success

Making a positive impact A leading pharmaceutical Finding a future-proofed Introducing the Ubuntu
on millions of people company  strategic direction GSK can strategy
around the world • founded in 2001 head towards.  

Be a better business for

Exec Summary • global market share of
7% in 2001 Overcoming potential
Generating a flywheel of
success between
patients, doctors, • Global workforce of internal issues. Shareholders
Employees
Pipeline employees, doctors,
Strategy
Patients
Doctors

2019
employees and 100,000 employees patients, and shareholders
shareholders • Spread across 150 Building a promising
countries pipeline to be able to serve Making GSK agile and
Generate a return for the world the products focused
Investors by increased needed 
share price 
Strengthen our ability to be
Maintaining leading innovative, nimble and
position efficient.

Exec Summary Analysis Paths Forward Recommendations Implementation Conclusion