Blueprint for Change cases

  

Changing Diabetes in India The scope of the diabetes epidemic in India demands a partnership approach where organisations with complementary skills work together to eliminate barriers to care. In India, we are striving to raise awareness of diabetes, improve access to quality diabetes care and enable people with diabetes to live healthy lives. We are doing this by bringing what we have learned in the private sector to the public healthcare system. Read more
Changing diabetes in India (PDF)

 

Changing Diabetes in Indonesia
Like many countries undergoing rapid socioeconomic transition, Indonesia is struggling with a fast-growing burden of diabetes. Facing this challenge compels stakeholders to align their vision in a way that leads to better awareness and improves access, affordability and quality of care.
Success will generate shared value for stakeholders, society and Novo Nordisk. Read more
Changing diabetes in Indonesia (PDF)

Changing Diabetes in Bangladesh
In developing countries, rising diabetes rates present enormous challenges to poverty eradication and economic development. In Bangladesh, Novo Nordisk works with local partners to improve health for millions of people. As a result of efforts to strengthen healthcare quality, diagnosis and treatment rates are improving, creating shared value for both parties. Read more
Changing Diabetes in Bangladesh (PDF) 

Creating shared value in the United States
This case study analyses how aligning the needs of patients and stakeholders with Novo Nordisk's strategy has contributed to our business success and has helped improve quality of care, early diagnosis and diabetes prevention in the United States. Read more
Creating shared value in the United States (PDF) 

Changing Diabetes in China
Diabetes poses a growing social, educational and economic challenge for the Chinese society. This case study assesses the business and societal value of three aspects of our market entry strategy: physician training, patient education and local production. Our focus on building the market for the long-term has created significant value for Novo Nordisk as well as the Chinese society. Read more 
Changing diabetes in China (PDF) 

Climate change
In 2009, Novo Nordisk achieved the CO2 reduction target of our first generation climate strategy five years ahead of schedule. In this case we share our learnings focusing on the value generated to business and society, our thoughts about the journey and challenges ahead, including the interrelationship between climate and health. Read more 
Climate Change (PDF) 

 

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The Blueprint for Change Programme

The programme aims to enhance the understanding of how Novo Nordisk creates value through its Triple Bottom Line business principle.

This is done by identifying the drivers of value creation, measuring realised benefits for both society and the organisation, and sharing this information with our stakeholders. Based on that, the company optimises its value creation and inspire others to make sustainability-driven business decisions.

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The vision of sustainable value

In February 2013 Novo Nordisk invited a panel to discuss sustainable value and the position of shared value in regards to this. Here are key outcomes:

Sustainable value creation is a core business strategy focused on addressing fundamental societal issues that provide community benefit, are scalable and generate return on investments — over and beyond what is captured in a profit-and-loss statement.

Creating shared value focuses on measurable competitive advantages from building a social value proposition into strategic actions and may be a way to create sustainable value.

Read more about the outcomes

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