Organisational Structure

About the organizational structure of JOHNSON & JOHNSON.
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  ORGANISATIONAL STRUCTURE OF JOHNSON&JOHNSON JOHNSON & JOHNSON ’s organizational structure is dictated by its corporate strategy. Johnson & Johnson has more than 250 companies located in 60 countries around the world. Johnson & Johnson Family of Companies is organized into several business segments comprised of franchises and therapeutic categories . Consumer Healthcare  The Consumer segment includes a broad range of products used in the baby care, skin care, oral care, wound care and women’s health care fields, as well as nutritional and over-the-counter pharmaceutical products, and wellness and prevention platforms. Medical Devices & Diagnostics   The Medical Devices & Diagnostics business segment produces a broad range of innovative products and solutions used primarily by health care professionals in the fields of orthopedics, neurological disease, vision care, diabetes care, infection prevention, diagnostics, cardiovascular disease, and aesthetics. This segment is comprised of their Global Medical Solutions, Global Orthopedics and Neurological, and Global Surgery Groups. Pharmaceuticals  The Janssen Pharmaceutical Companies of Johnson & Johnson are dedicated to addressing and solving the most important unmet medical needs of their time, including oncology (e.g., multiple myeloma and prostate cancer), immunology (e.g., rheumatoid arthritis, irritable bowel  disease and psoriasis), neuroscience (e.g., schizophrenia, dementia and pain), infectious disease (e.g., HIV/AIDS, Hepatitis C and tuberculosis), and cardiovascular and metabolic diseases (e.g., diabetes). Driven by their commitment to patients, they develop sustainable, integrated healthcare solutions by working side-by-side with healthcare stakeholders, based on partnerships of trust and transparency.   Initially JOHNSON & JOHNSON adopted a decentralized approach to management but in the early 1900s, changed it to a more standardized approach for JOHNSON & JOHNSON ’s top executives noticed that their subsidiaries are not well positioned on a global platform to serve customers directly. The change in corporate management allowed JOHNSON & JOHNSON to mitigate limitations posed by the decentralization approach. One instance would be JOHNSON & JOHNSON having categorized all subsidiaries into three categories namely, consumer, pharmaceutical and professional. The chairman of each category is given the responsibility of identifying opportunities for leveraging services and expertise across companies in every market and the franchise managers assigned the responsibility of coordinating cross-company sales of a family of products (e.g. baby care products in US, France, Australia). The centralized management approach benefits JOHNSON & JOHNSON for it gives JOHNSON & JOHNSON ’s top management a better view of its global operations and is able to effectively manage and integrate its global operations. This led to the success of JOHNSON & JOHNSON in being globally effective in terms of operations for cost of production is lowered in terms of reducing redundancies and duplications during the processing and manufacturing process.
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