1. In building a simplification team, what kind of people should Subramanian hire: outsiders who can see the problems with a distant view, or insiders with relationships to get tasks done? What kind of skills should they have?
2. In building a simplification campaign, which is more effective: grass-roots involvement, or a top-down driven approach? Why?
3. How can AstraZeneca keep up momentum for simplification efforts? Should it hold World Simplification Days annually or make the “million-hour challenge” an ongoing effort? Why or why not?
4. How might AstraZeneca share “best practices” on simplification more effectively across markets and business units?
5. What incentives would you design to reward people for identifying simplification opportunities?
6. Should AstraZeneca make its Simplification Center of Excellence a permanent office and expand it, or should it disband the center after a fixed period? What would you recommend to the CEO at the end of 2017?