Abstract
PurposeExamines the origins and workings of work‐life balance policies at Eli Lilly.Design/methodology/approachForms part of a research report on Making Flexible Working Work, by Roffey Park Institute, which reviews the literature on flexible working, puts the business case, and includes case studies of Ford Motor Company (UK), the Defence Science and Technology Laboratory, Vertex, the Legal Services Commission, East Sussex County Council and Lilly UK.FindingsPresents the business drivers for allowing individuals to work flexibly at Lilly, describes the flexible working options available, shows how flexible working has been aligned with the organization's core business strategies and emphasizes the importance of top‐management support.Practical implicationsHighlights the background against which flexible working operates best, and the instances where it is less appropriate.Originality/valuePresents a number of useful lessons from the Eli Lilly experience of introducing flexible working.
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