Garnier, Jean-Pierre

▪ 2001

      On Jan. 17, 2000, two of the world's largest pharmaceutical companies, SmithKline Beecham PLC and Glaxo Wellcome PLC, announced that they were merging. The two British giants had tried to join forces in 1998, but the deal had fallen through largely because of a disagreement over who would head the combined firm. This time around, the companies agreed that there was only one man suitable for the position—French business executive Jean-Pierre Garnier. Without him, according to industry observers, the merger that produced Glaxo SmithKline could not have been achieved.

      Garnier was born on Oct. 31, 1947, in France and was the son of an advertising executive. He studied at Louis Pasteur University, Strasbourg, France, where he earned a master's degree in pharmaceutical science and a Ph.D. in pharmacology. In 1974, as a Fulbright scholar at Stanford University, Garnier obtained a master's degree in business administration. Beginning his business career in the U.S., he quickly achieved success. From 1975 to 1990 he worked for the pharmaceutical firm Schering-Plough Corp., holding various management positions before becoming director of the firm's U.S. operations. In 1990 Garnier made the move to SmithKline Beecham, where he was named president of the company's North American pharmaceutical business. He was elected to SmithKline Beecham's board of directors in 1992 and was appointed chief operating officer of the company in 1995. In recognition of his accomplishments, Garnier was made a Chevalier of the Legion of Honour in 1997. Two years later he was named chief executive officer designate of SmithKline Beecham after the firm's longtime CEO, Jan Leschly, announced plans to step down.

      Garnier was known as a calm, levelheaded, and highly disciplined executive—traits that had served him well throughout his career. He was also praised by many in the industry for his rare blend of experience and skills in the fields of both marketing and science. What made him even more attractive as a candidate to lead Glaxo SmithKline was his preference for employing a consensual style of management, which involved taking into account the views of employees before making strategic decisions. Garnier's style was expected to help smooth the process of merging two huge and—in many respects—markedly different firms. Whereas Glaxo had in the past focused primarily on selling prescription medicines, SmithKline had emphasized over-the-counter drugs and consumer health products. Garnier indicated his desire to find a proper balance and to exploit the resources of both companies.

David R. Calhoun

* * *