As globalization enters a new phase, all multinational enterprises face a shared challenge: how to adapt local strategies to sustain growth. Sanofi China has offered its approach.As President of Sanofi Greater China and an alumnus of the Fudan–Washington EMBA Program, Shawn Shi leads the China team to tailor a “China Blueprint” for the global “Win All” strategy. With accelerated innovation, focused resource allocation, streamlined processes and sharp local insights, the team has helped Sanofi unlock new avenues for innovation and growth in China.Since the rollout of this China Blueprint, Sanofi secured approvals for 12 innovative products and indications in China in 2023. Its China business generated sales of €1.522 billion in the first half of 2024.Shawn Shi was recently interviewed by Harvard Business Review China. He explained how the team built this China Blueprint around innovation and shared his outlook and judgment on the industry’s future.
The 18-month EMBA journey was brief yet profoundly transformative for my professional capabilities and career growth.
As the saying goes: Learn extensively, distill the essence; accumulate profoundly, release prudently. The program’s interdisciplinary curriculum systematically equipped me with business and management frameworks, while offering a precious platform to exchange ideas with faculty and peers. I still recall vigorous debates over complex strategic economics cases. During macroeconomics studies amid an economic crisis, our team nearly ranked last in the capstone business simulation due to misaligned task allocation. These invaluable experiences sharpened my strategic thinking and ability to tackle complex challenges.
Equally precious are the alumni connections and deep friendships forged here. They underpin my career progress, letting me draw on shared wisdom and broaden my perspective. The economic and business landscape ahead will grow ever more intricate. Therefore, I look forward to collaborating with fellow alumni and outstanding business leaders, exploring the future and advancing together.
What considerations underpinned Sanofi’s launch of the new “Win All” strategy in 2019, amid strategic shifts across global pharmaceutical companies?
Shawn Shi：The “Win All” strategy is tied to Sanofi’s evolution. During its rapid expansion, the company followed a philosophy of “non-small market, non-small product” — essentially pursuing opportunities wherever they arose to drive growth. After more than half a century, the limitations of this “scattershot growth” culture became apparent. Against today’s backdrop, “Win All” means we concentrate resources on the right priorities.
When you joined Sanofi, the new strategy had already been implemented for three years. What changes had taken place within the company?
Shawn Shi：When I joined, the new strategy had already delivered progress. In 2023, we moved into its next phase, “New Chapter”, elevating three key areas.In R&D, we focus on first‑in‑class (FIC) and best‑in‑class (BIC) assets. These bring greater value to patients and stronger willingness‑to‑pay, yet demand sharper strategic choices.On the product side, Sanofi’s portfolio grew to over 100 assets through acquisitions. We prioritized Dupixent® (dupilumab), which has revolutionized immunology treatment. We concentrate resources to maximize its scientific impact and patient reach, building it as a “pipeline‑in‑a‑product”. Few believed it could hit €10 billion when targeted in 2019; analysts now debate whether it will reach €15 or €20 billion, cementing Sanofi’s global immunology leadership.Building on Dupixent’s success, we prepare for future FIC/BIC candidates. Our immunology pipeline includes 12 potential blockbusters such as amlitelimab, itepekimab and frexalimab. Four are projected for €2–5 billion peak sales, and eight above €1 billion. This record‑setting pipeline positions us to lead immunology research.
Organizationally, we are modernizing cumbersome structures, resource allocation and decision‑making. Initial streamlining was only phase one. We are transforming end‑to‑end across supply chain, commercial, HR and finance into a modern biopharma firm. We also aim to be the first pharma company to deploy AI at scale across R&D, commercial decisions and customer engagement to boost efficiency and optimize costs.
As the first local President of Greater China, what do these changes mean for Sanofi China?
Shawn Shi：When I joined, the new strategy had already delivered progress. In 2023, we moved into its next phase, “New Chapter”, elevating three key areas.In R&D, we focus on first‑in‑class (FIC) and best‑in‑class (BIC) assets. These bring greater value to patients and stronger willingness‑to‑pay, yet demand sharper strategic choices.On the product side, Sanofi’s portfolio grew to over 100 assets through acquisitions. We prioritized Dupixent® (dupilumab), which has revolutionized immunology treatment. We concentrate resources to maximize its scientific impact and patient reach, building it as a “pipeline‑in‑a‑product”. Few believed it could hit €10 billion when targeted in 2019; analysts now debate whether it will reach €15 or €20 billion, cementing Sanofi’s global immunology leadership.Building on Dupixent’s success, we prepare for future FIC/BIC candidates. Our immunology pipeline includes 12 potential blockbusters such as amlitelimab, itepekimab and frexalimab. Four are projected for €2–5 billion peak sales, and eight above €1 billion. This record‑setting pipeline positions us to lead immunology research.Organizationally, we are modernizing cumbersome structures, resource allocation and decision‑making. Initial streamlining was only phase one. We are transforming end‑to‑end across supply chain, commercial, HR and finance into a modern biopharma firm. We also aim to be the first pharma company to deploy AI at scale across R&D, commercial decisions and customer engagement to boost efficiency and optimize costs.
You are Sanofi’s first local President for Greater China. Many multinationals are now appointing local talent. How do you view the responsibilities and impact of this role?
Shawn Shi：The company aims to leverage local talent’s deeper understanding of the China market. Yet familiarity with local culture and the trust built through long tenure within the organization are often hard to establish when a local leader joins from outside. This role tests our ability to translate local insights into clear, simplified messages, communicate strategically with headquarters, and foster positive, two-way engagement with the global team.
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