It's already spinning like a top...

Starting in September, executives from Dongbao Pharmaceutical, based in Tonghua-Beijing, Beijing-Shanghai, and Shanghai-Tonghua, frequently gathered in Tonghua, Jilin Province, during weekend breaks for a series of strategic meetings.

Sales targets, annual budget, three-year plan, ten-year vision, resource allocation, organizational arrangements, incentive mechanisms… This “strategic list,” compiled by Chairman Li Jiahong after officially taking over, is backed by a core management team that combines the “industry experience of veterans” with the “innovative vitality of newcomers.” They are driving this 40-year-old company with unprecedented urgency, propelling it onto a new, repeatedly validated path .

This waterway carries the past glory of China's insulin industry and points to the future direction of innovation and transformation for traditional pharmaceutical companies.

Like all large-scale traditional pharmaceutical companies that have grown up in the wave of reform and opening up, Dongbao Pharmaceutical's genes are marked by the times: with its core product " Ganshulin " insulin and the vision of its first founder Li Yikui to "insist on independent innovation", it has accumulated unique geographical, cultural and product advantages in the golden age of generic drugs.

However, since the implementation of the centralized procurement policy in 2018, the pricing logic and competitive landscape of the domestic pharmaceutical market have been completely reshaped. By 2025, centralized procurement has covered nearly 500 drugs, and almost all pharmaceutical companies have accelerated their transformation towards "cost reduction and efficiency improvement, and innovation for survival," whether proactively or passively. Dongbao Pharmaceutical is no exception.

The launch of the 2021 insulin-specific centralized procurement program has brought about the first comprehensive restructuring of competition in this lucrative market.

"Only by shedding the halo of the past can we have a correct understanding." Li Jiahong frankly admitted that he once had concerns about Dongbao Pharmaceutical 's development model, product structure, and future competitiveness. He then realized the bottlenecks that the company urgently needed to overcome and the core direction for building future competitiveness.

His strategic insights, accumulated over many years, were put into practice when he took over the reins, and his mission list became increasingly clear: not only must he grow from a "second-generation entrepreneur" into a qualified leader, but he must also lead this 40-year-old company out of the "path dependence of traditional pharmaceutical companies" and open up a new course for Dongbao in the wave of innovation and internationalization.

First, you can see the direction and take the first step.

When traditional Chinese pharmaceutical companies generally face the common challenges of "peaking scale dividends and urgent need for innovation and transformation," the dilemma for most companies is "seeing the direction but being unable to take action." The core pain point lies in the fact that decades-old organizational structures and operational inertia are difficult to adapt to rapidly changing strategic needs. The systemic reforms driven by the core team of Dongbao Pharmaceutical are precisely the breakthrough to address the problem of "old structures being unable to accommodate new strategies."

In a sense, traditional pharmaceutical companies are never short of strategy. Twenty years ago, the company's mission, "to adhere to independent innovation and create a world-class brand," proposed by its first founder, Li Yikui, remains the core direction that Dongbao Pharmaceutical upholds. However, in this new era characterized by "accelerated review and approval of innovative drugs, a shift in medical insurance payments towards innovation, and increasingly fierce global competition," the connotation and execution pace of strategy must be restructured.

“There are no fixed rules; success is the result of a specific time and situation.” Li Jiahong’s judgment hits the nail on the head regarding the industry. “Experience can help you navigate cycles, but it may also limit your ability to embrace change. The essence of strategy needs to be gradually calibrated through dynamic adjustments.”

This rhythm of "dynamic calibration" is becoming a consensus within the team. Over the past six months, the Executive Vice President of Dongbao Group has led the team to review Dongbao's 40-year development trajectory and strategic plan for the next decade. As the company's 40-year history, current industry situation, and future strategic vision intertwine and collide, the path to "returning to the forefront of China's pharmaceutical innovation" becomes increasingly clear: On the R&D side, a talent pool needs to be built to solidify the foundation of second-generation insulin and construct a full product matrix in the metabolic field; on the market side, a balanced approach is needed to maintain market share after domestic centralized procurement and seize structural opportunities in the international insulin market; on the production and sales side, the company needs to adapt to the changing circumstances by taking on new products and revitalizing existing products to sustain the competitiveness of the entire industry chain .

Strategic direction sets the direction, while organizational structure determines how to achieve it. Organizational restructuring is a tough nut to crack for traditional pharmaceutical companies undergoing transformation. Historically accumulated process inertia and departmental barriers mean that change must find a balance amidst the clash between the old and the new. The company's principle in this regard is: "Talent is paramount; culture must not disintegrate; core values must be preserved."

The three key elements of "people, culture, and long-termism" that must be "upheld at the core" are reflected in the implementation of reforms in sales, R&D, production, and internationalization, all demonstrating a logic of "attributing growth internally." Take sales as an example: according to industry norms, after centralized procurement, layoffs and team replacements are the choice for "quickly cutting losses." However, Dongbao Pharmaceutical adopted a method of "preserving the old team and activating new momentum," optimizing the sales decision-making process, abandoning "empiricism," and instead using real market data to guide sales practice. At the same time, internal collaboration was strengthened, allowing R&D and production departments to be involved in market demand analysis in advance.

This "inward-attribution" approach to change allowed Dongbao to retain the resources for reflection and adjustment, avoiding the radical risks of "changing for the sake of changing." The results were evident in the 2024 insulin centralized procurement renewal bidding. Through precise price calculations down to several decimal places and multiple rounds of bidding simulations, Dongbao Pharmaceutical won bids for all its insulin products in categories A/A1, further increasing its market share: in 2024, its human insulin market share exceeded 40%, firmly holding the top position in the industry; its glargine insulin market share surpassed 10%; and its aspart insulin series, leveraging the advantages of centralized procurement access, added nearly 9,000 new partner hospitals, rapidly filling the gap in the insulin analog market. In the first half of 2025, Dongbao Pharmaceutical's revenue reached 1.373 billion yuan, an increase of 85.6% year-on-year, with the growth primarily driven by increased sales of insulin analogs.

Dongbao Pharmaceutical 's organizational reform has never fallen into fragmented adjustments that merely address symptoms; instead, it has built a closed-loop structure with "5 specialized committees providing guidance and 10 centers executing tasks" based on the underlying logic of "functional consolidation and having professionals do professional work."

The Marketing Committee pioneers growth, the Product Committee leads innovation, the Production Committee solidifies manufacturing, the Finance Committee enhances operational efficiency, and the Risk Control Committee safeguards the company's bottom line. The ten centers focus on core sectors such as R&D, production, sales, and international business, forming a complete chain of "strategy sets the direction, execution ensures implementation, culture unites people, and incentives boost morale," thoroughly opening up the "Ren and Du channels" for improving organizational efficiency.

As the "tone setter" for change, Li Jiahong's core actions focus on "cutting the wrong things, building the right things, and guarding the fundamentals," precisely avoiding the common problem of "strategic wavering" in traditional pharmaceutical companies.

"Cutting inefficiency" means making a decisive choice between short-term pain and long-term survival.

In the first three quarters of 2024, despite facing some doubts and pressures, Dongbao Pharmaceutical resolutely announced the suspension of its pipeline of research and development projects with uncertain future prospects—meaning that the hundreds of millions of yuan invested in research and development in the early stages would be wiped out.

"If we don't stop now, the continued investment could drag the company down." This decision reflects a deep understanding of the industry's characteristics of "high investment in innovation and long payback period," as well as a sober judgment on the company's resource focus.

"Building a system" means balancing flexibility and risk through democracy and centralization. In the "hierarchical and graded" decision-making system built by Dongbao Pharmaceutical, "democracy" means restoring the original state of the business to the greatest extent possible through business data, avoiding "gut feeling" decisions; "centralization" means grasping the main thread of things to make key judgments, ensuring that the direction is not deviated.

The company has designated September to November each year as the "Strategic Planning Season," forming a closed-loop decision-making process that includes "independent application by the center, scientific evaluation by the expert committee, overall coordination by the president's office, and final control by the board of directors," thus completely breaking the management pain points of traditional pharmaceutical companies such as "extensive decision-making and vague budgets."

"Upholding the fundamentals" means activating the potential of talent through "family culture + modern management".

Rooted in Tonghua, Jilin , Dongbao Pharmaceutical has integrated a "family culture" into its business DNA. For 40 years, from the founding members to the second and third generations of the company, Dongbao employees have supported and upheld each other, forming a cultural foundation based on warmth and a shared commitment to hard work. The first founder, Li Yikui, often said, "If you treat the company as your home, the company will treat you as family." This simple belief has evolved into Dongbao's current commitment to responsibility—"the young have opportunities to develop their talents, the able-bodied have opportunities to contribute, and the elderly have support." This ensures that young people have room to grow, those who strive have a stage to showcase their abilities, and older employees have a sense of belonging. This family culture is not just a continuation of kinship, but also a transmission of trust, responsibility, and shared success.

However, organizations also recognize the potential looseness that a "family culture" can bring: taking a project-based approach, "people follow projects, and the more capable a person is, the more projects they manage and the more incentives they receive"; strengthening the process management of KPIs, performance, training, and incentives, so that employees can shift from "passively accepting tasks" to "actively creating value".

In 2024, Dongbao Pharmaceutical launched a stock repurchase program for employee incentives; in 2025, it further optimized its job level structure and compensation system through a dual-track benchmarking approach of "internal fairness + external competitiveness." Regarding performance appraisal, a dynamic mechanism of "monthly tracking, quarterly review, and annual evaluation" was established, with appraisal results strongly correlated with salary increases, promotion eligibility, and training resources. In terms of team building, through "systematic training, rigorous assessment, and results-based incentives," a multi-skilled team with strong legal expertise and exceptional skills was created, injecting continuous vitality into the organization.

"Incentives aren't based on propaganda; they're 'subtle' in daily operations. Whether you respect the opinions of your staff, make fair decisions, or distribute incentives fairly, everyone can sense it." The company's management philosophy is to achieve a delicate balance between the "flexibility of culture" and the "rigidity of management . "

When the organization's "Ren and Du meridians" are opened up and the energy of its talents is fully activated, Dongbao Pharmaceutical's innovative transformation can finally "see the direction and take big steps," laying a solid organizational foundation for the tiered approach to R&D and the systematic breakthrough in internationalization.

II. Unleash the core strength and build the future.

In line with the revitalization of organizational effectiveness, and against the backdrop of rising global incidence of metabolic diseases and the metabolic field becoming a core competitive arena for innovative drugs, Dongbao Pharmaceutical is also systematically streamlining its product pipeline.

Dongbao Pharmaceutical's core management team has clear goals: to stabilize the core business to support current performance; to explore new growth potential to lock in differentiated value; and to look to the future with a long-term vision, aiming for global FIC (Financial Institutional Controller).

"The biggest problem in R&D is not a lack of projects, but whether there is a suitable environment. Transformation and innovation is not just a matter for a single R&D department; it is a reform of organizational culture and the establishment of a system covering the entire chain of R&D, production, and commercialization."

Since 2024, Dongbao Pharmaceutical has launched a series of initiatives targeting its R&D sector, directly addressing the pain points of traditional pharmaceutical companies' R&D being "inefficient and scattered": reshaping the R&D project decision-making process, reassessing the differentiated value of its pipeline of research projects, and establishing future-oriented R&D entities . "Place R&D in more dynamic locations, breaking free from the existing system—empiricism easily hinders the diversified expansion of technology platforms." This approach has been consistent throughout the R&D transformation.

The decision-making process for R&D projects and pipeline reassessment were launched simultaneously, establishing a dual-drive mechanism of "scientific demonstration + strategic guidance".

A scientific committee composed of core technical personnel conducts an objective assessment, taking into account the project's internal progress, technical barriers, clinical needs, market prospects, and external competition. Finally, a product committee composed of senior management, the scientific committee, and heads of R&D, production, and business development completes the "Go/NoGo" decision based on the company's strategy.

The R&D pipeline that was announced to be suspended in 2024 was a result of this process. "R&D is not just about slogans; it's about solidifying every experiment and test data, and closely monitoring every project milestone in order to achieve subsequent market launch and commercialization," said the head of R&D at Dongbao Pharmaceutical, revealing the core logic of the R&D transformation.

Through pipeline optimization, Dongbao Pharmaceutical's "three-pronged approach" of core business, potential business, and future business has become increasingly clear, forming a complete ecosystem in the field of metabolism and endocrinology with "short-term support, medium-term breakthroughs, and long-term strategic layout."

The company's core strengths are rooted in Dongbao Pharmaceutical's more than 20 years of experience in the field of diabetes treatment. With insulin series as the core, supplemented by oral hypoglycemic drugs and GLP-1 products, it has formed a mature matrix of "full dosage form coverage and full channel penetration". The core strengths are not only the core pillar of Dongbao Pharmaceutical's current performance, but also the "cash flow engine" for innovative research and development.

Second-generation human insulin products are the "cornerstone products" of the core business. Products such as " Ganshulin " branded human insulin injection and protamine human insulin mixed injection (30R/50R) maintained their leading position in the domestic industry in the first half of 2025. Behind this achievement lies nearly 30 years of accumulation across the entire industry chain: a designed raw material production capacity of nearly 6,000 kg/year and five 30-ton fermentation systems; a self-built distribution network covering more than 9,200 tertiary hospitals and over 40,000 primary healthcare institutions nationwide, providing a solid guarantee for market growth after the 2024 centralized procurement renewal.

Third-generation insulin analogs are the "growth engine" driving rapid sales growth in the core market. Insulin glargine (Pingshulin) achieved a market share of over 10% in 2024, with approximately 2,700 new hospitals gaining access after winning bids in centralized procurement; the aspart insulin series ( Rushulin ) achieved "explosive growth" by winning renewed bids in centralized procurement— 2,600 new hospitals gained access to aspart insulin and approximately 6,000 new hospitals for premixed aspart insulin.

In addition, the launch of Dongbao Pharmaceutical's first GLP-1 receptor agonist liraglutide injection (Tongboli) , oral hypoglycemic drug SGLT-2 inhibitor empagliflozin tablets (Tangjieen) , and DPP-4 inhibitor sitagliptin phosphate tablets (Tangjiean) further improves the product portfolio of "injection + oral" and "hypoglycemic + blood sugar control", providing more diverse treatment options for clinical practice and injecting new growth momentum into the core business.

A solid foundation provides Dongbao Pharmaceutical with ample confidence to avoid "involution" in its "potential portfolio" development, focus on unmet clinical needs in the field of metabolism, and explore differentiated clinical value.

According to the head of Dongbao Pharmaceutical's R&D center, Dongbao Pharmaceutical 's potential new products under development at this stage are mainly divided into two categories. The first is the generational update of insulin products, based on the "glargine + aspart" dual-core layout of Dongbao Pharmaceutical's third-generation insulin. The second is to explore the differentiated clinical value of dual-target GLP-1/GIP drugs.

THDBH120 is a dual-target GLP-1/GIP innovative drug developed by Dongbao Pharmaceutical . As the core of Dongbao Pharmaceutical's innovative pipeline, this product, through its unique molecular design, is expected to achieve a "bi-weekly dosing + potent blood sugar lowering and weight loss" effect. This means that THDBH120 not only possesses the commercial advantages of "low dose and low cost," but also better meets the needs of Chinese patients for "long-lasting and potent" effects. It is understood that the product has already entered Phase II clinical trials for its weight loss indication.

The core portfolio and potential portfolio have basically outlined Dongbao Pharmaceutical's product portfolio in the field of metabolism. Shanghai Longke Pharmaceutical Co., Ltd. (hereinafter referred to as "Longke"), which was established by Dongbao Pharmaceutical in 2024, is the main R&D entity for Dongbao Pharmaceutical to lock in breakthroughs in cutting-edge technologies for the more distant future.

It can be said that Longke is a precise move in Dongbao Pharmaceutical's strategy of "strengthening front-end innovation and improving pipeline teams".

Longke's core positioning is to focus on early drug development and preclinical research, with a focus on differentiated, breakthrough, and curative drugs, to reserve "cutting-edge technology seeds" for the long-term growth of its parent company, and to further integrate its judgment on forward-looking technologies into the future blueprint of Dongbao Pharmaceutical.

Longke's work site is located in Zhangjiang, Shanghai, which aligns with the company's positioning as a "dynamic R&D hub".

It's worth noting that the incubation of Longke continues Dongbao's tradition of incubating innovative drug companies. Companies such as Tonghua Anruit (in the recombinant albumin field) and Tebo Bio (in the interferon field) have both benefited from its strategic investments. For a long time, Dongbao has maintained in-depth technical exchanges with leading international and domestic companies in scientific research and innovation, continuously exploring the future development direction of biopharmaceutical technology .

Currently, Longke has nearly 4,000 square meters of testing space and a research and development team of more than 80 people, of whom more than 20% hold doctoral degrees and more than 40% hold master's degrees. After a year of growth and incubation, Longke has developed a range of drug types, including cell drugs, nucleic acid drugs, ultra-long-acting protein drugs, and small molecule innovative drugs, creating innovative and disruptive therapies that go from "treatment" to "cure," and from "daily formulations," "weekly formulations," and "monthly formulations" to "dosing once every three months" and "dosing once every six months."

“We adopt a mature team + efficient R&D model,” the head of Longke further explained. “Those who choose to join Longke are experienced personnel with successful cases in the industry and who recognize Longke’s R&D model. Our early projects require multiple screenings and rapid screenings. We prioritize speed while ensuring quality. Products must be differentiated and distinctive. Both quality and speed are required to meet the ‘top three internationally’ standard. Data must be comprehensively overwhelming in order to move forward and formally form the PCC molecule.”

From its established position as the leading brand in the domestic diabetes treatment market with second-generation insulin, to its potential growth with GLP-1/GIP dual-target drugs addressing clinical pain points, and its future focus on small molecule, nucleic acid, protein, and cell therapies, these accumulated efforts have not only solidified Dongbao Pharmaceutical's leading position in the domestic diabetes treatment field but also quietly laid the groundwork for its international expansion. It can be said that every piece of the "three-pronged approach" in the domestic market is contributing to Dongbao Pharmaceutical's breakthrough in internationalization.

III. From Trade to Establishing a Foothold: Seizing Structural Opportunities

Amid the global restructuring of the pharmaceutical industry chain and the trend of Chinese pharmaceutical companies upgrading their "going global" strategy from "product export" to "ecosystem establishment," Dongbao Pharmaceutical 's internationalization exploration is highly representative of the industry.

As a pioneer in the industrialization of insulin in China, Dongbao Pharmaceutical embarked on its internationalization journey earlier than most domestic pharmaceutical companies. In 2002, an insulin export with "diplomatic attributes" marked the beginning of Dongbao Pharmaceutical's internationalization path.

For many years afterward, "order-based trade" became the main model for Dongbao Pharmaceutical's insulin exports. At that time, Dongbao Pharmaceutical adopted a "technology export + partner cultivation" strategy. This "teaching a man to fish" model helped it accumulate extensive overseas partner resources and market reputation.

Around 2023, the global pharmaceutical market will undergo structural changes.

GLP-1 inhibitors, with their dual effects of lowering blood sugar and reducing weight, have become a core driving force behind the strategic shift of multinational pharmaceutical companies. Traditional insulin giants such as Novo Nordisk and Eli Lilly have shifted their production capacity towards GLP-1, leading to a supply imbalance in the international insulin market. This rare structural opportunity has provided Dongbao Pharmaceutical with the perfect timing for accelerating its internationalization.

Thanks to its long-cultivated partnerships and market reputation, Dongbao Pharmaceutical has become one of the beneficiaries of this opportunity. In 2024, its overseas revenue reached 103 million yuan, a year-on-year increase of nearly 80%; in the first half of 2025, it reached 110 million yuan, a year-on-year increase of nearly 187%.

More importantly, this opportunity has also prompted Dongbao Pharmaceutical to shift its internationalization strategy from "passively accepting orders" to "proactively planning its strategy."

In recent years, Dongbao Pharmaceutical has continuously optimized the construction of its international business platform and assembled a core team with more than ten years of experience in expanding overseas markets for pharmaceuticals, especially insulin . This marks a new stage of "systematic in-depth cultivation" in its internationalization, with the core shift from "single trade export" to a full value chain layout of "R&D, registration, production, and sales".

This is a multi-pronged, simultaneous "battle": it requires seizing incremental opportunities from structural development while also building teams, mechanisms, and roadmaps. "The key to internationalization is not 'strategic planning,' but 'competition.'"

Li Jiahong's assessment was spot on: "The front-end, middle-end, and back-end must all revolve around the goal of internationalization and be able to respond quickly. The window of opportunity is only 3-5 years; if you don't seize it, you will miss it."

The international business team's market judgment aligns perfectly with the company's capabilities. Dongbao Pharmaceutical is one of the domestic companies with the most comprehensive range of insulin products, covering diverse market demands with human insulin, insulin analogs, and ultra-rapid-acting insulin. With EU GMP certification, 20 years of commercial production experience, 5 insulin API production lines, and 5 formulation production lines, the company boasts a designed annual production capacity of nearly 6,000 kg of APIs and 300 million vials of formulations, enabling rapid response to government tenders and emergency supply replenishment. These capabilities are precisely what the market most urgently needs after the withdrawal of multinational pharmaceutical companies.

Beyond opportunities and capabilities, it is the accurate capture of market dynamics.

Dongbao Pharmaceutical has created a highly detailed "international market battle map," dividing the global market into three categories based on the logic of "tiered strategy and precise adaptation," with corresponding differentiated strategies.

In the European and American regulatory markets: regulations come first, cooperation breaks the deadlock. These markets have high barriers to entry and high returns; the core is "passing the compliance hurdle first." Dongbao Pharmaceutical leveraged the optimization and clarification of international regulations, particularly the FDA's clarification of "BLA submissions for insulin biosimilars," enabling the company to quickly submit its BLA application for aspart insulin , which was accepted in July 2025.

Commercialization adopts a dual approach of "cooperation + autonomy," collaborating deeply with partners to develop targeted and focused commercialization strategies to reach overseas terminals.

Medium-regulatory markets: Thorough assessment and investment as needed. These markets generally require "registration submission using local clinical data." Dongbao Pharmaceutical collaborates with local CROs to conduct research while simultaneously performing thorough investment calculations. This approach controls risk while capturing market growth.

Emerging Markets: Simultaneous Government Tenders and Export Registration for Rapid Supply Filling. These markets generally experience drug shortages, with governments leading rapid bidding to meet domestic demand. Dongbao Pharmaceutical is simultaneously advancing product registration and responding to government tenders; exploring a "localized filling" model to align with and leverage the target market's policy inclination towards "localized production."

The process of realizing demand after seizing market opportunities is also a "race against time".

The successful placement of international orders is seen by Dongbao Pharmaceutical as a "practical exercise in the entire international value chain," with the ultimate goal of achieving seamless integration of "R&D, registration, production, and sales." This core capability is summarized by Dongbao's international business core team as a "file system": a systematic document system that is "internationally standardized, covers the entire chain, and is executable and traceable," essentially serving as the "underlying operating system" for the pharmaceutical company's internationalization .

Previously, Chinese pharmaceutical companies adopted Chinese GMP and pharmacopoeia standards based on the domestic market. If they wanted to produce international products on the same production line, they needed to simultaneously meet the United States Pharmacopeia (USP), the European Pharmacopoeia (EP), and the corresponding international GMP standards. This "dual-system or even multi-system" capability is a necessary restructuring that all pharmaceutical companies striving for internationalization must complete.

The file system is a critical requirement, necessitating close collaboration among the quality, production, and R&D teams to form a closed loop of "file, production, and registration." This has been a key business focus for Dongbao International since its inception.

Building a "file system" is a high-investment, long-term project, but it is the foundation for internationalization. Dongbao Pharmaceutical 's human insulin raw material passing EU GMP certification is a phase-one achievement of this system.

In the process of Dongbao Pharmaceutical's international business improving its closed-loop business and document systems through the organic and efficient collaboration of its front, middle, and back offices, Dongbao Pharmaceutical's Operations Management Center plays a key role in "connecting the middle platform."

The front office captures opportunities and clarifies needs through overseas stakeholder networks; the middle office translates business language into technical language to provide business support and sales management, while also leveraging back-office resources; the back office, with efficiency and compliance as its core, executes instructions and provides feedback on issues. "The interaction between the front, middle, and back offices unites market sensitivity, resource integration capabilities, and standard execution into a cohesive force." Repeated practical exercises are helping Dongbao Pharmaceutical build a full-value-chain international capability that enables both rapid response to tenders and long-term compliant operation.

IV. Conclusion

From filling the gap in China's insulin technology to maintaining its core business amidst the wave of centralized procurement, and then to innovating with a "three-pronged approach" and expanding internationally with a "full value chain," Dongbao Pharmaceutical's 40 years are a microcosm of the transformation of traditional Chinese pharmaceutical companies, carrying both the weight of historical accumulation and the sharpness of breaking through its own limitations .

The transformation driven by Dongbao Pharmaceutical's new generation of core team is essentially an "art of balance": balancing history and the future , allowing the centripetal force of "family culture" and the execution power of modern management to coexist; balancing the short term and the long term , seizing incremental growth in structural opportunities, and building a solid foundation in "document system" and R&D team; balancing domestic and international markets, using the certainty of the local market to support the possibility of the global market.

Today, Dongbao Pharmaceutical's breakthrough has begun to show results: its domestic market share remains among the top, its innovative pipeline targets clinical pain points, and its internationalization has shifted from "trade exports" to "deepening its presence and establishing a presence." But the company's ambitions don't stop there. It aims to become "an innovative pharmaceutical company with Chinese characteristics and international influence ," truly bringing Chinese insulin technology to the world and providing a clear path for the transformation of traditional pharmaceutical companies.

The future of Dongbao Pharmaceutical may continue to move forward amidst "change and continuity": what remains unchanged is its original aspiration of "adhering to independent innovation and creating a world-class brand," while what changes are its strategies and capabilities to adapt to the times. This strategic tension of "breaking the deadlock and forging the new" may be the most valuable experience sample in the transformation of China's pharmaceutical industry from "following" to "running alongside" and even "leading."

https://www.pharnexcloud.com/zixun/sd_114258

By editor