Companies AbbVie

AbbVie

Dublin, Dublin, IRL

50,000 Total Employees

Year Founded: 2013

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AbbVie Leadership & Management

Updated on October 14, 2025

This page was generated by Built In using publicly available information and AI-based analysis of common questions about the company. It has not been reviewed or approved by the company.

How are the managers & leadership at AbbVie?

Strengths in strategic clarity, leadership accountability, and sustained investment in development coexist with concerns about communication clarity, inclusivity for contractors, and risk aversion. Together, these dynamics suggest a well-structured, mission-driven leadership model that would benefit from more progressive, inclusive practices and crisper, people-centered communication to maximize impact.

Positive Themes About AbbVie

Strategic Vision & Planning: Leadership articulates a clear post‑Humira roadmap focused on innovation, pipeline expansion, and diversified growth across priority therapeutic areas. Strategic acquisitions and partnerships are positioned as deliberate moves to reinforce this plan.
Development & Mentorship: The company offers structured leadership programs, executive mentoring, and customized learning to build people‑leadership skills. Managers are expected to prioritize team development with formal processes that support career growth.
Accountability & Follow-Through: Leadership expectations within the "Ways We Work" framework are embedded in performance reviews and 360‑degree assessments. Leaders are held accountable for culture, ethical conduct, and people development alongside business outcomes.

Considerations About AbbVie

Exclusionary Leadership: Contract employees are described as feeling excluded from certain benefits and overlooked for permanent roles despite performing similar work. Calls for more inclusive hiring and integration practices indicate gaps in equitable treatment.
Lack of Transparency & Communication: Some employees seek more direct, jargon‑free communication and clearer messaging from senior leadership. Requests to focus more on valuing people rather than just outcomes point to perceived communication gaps.
Strategic Inflexibility: Leadership is sometimes characterized as risk‑averse and slow to adopt more progressive thinking. Bureaucracy and layered decision‑making are cited as factors that can impede timely action.

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The insights on this page are generated by submitting structured prompts to some of the most popular large language models (“LLMs”) and summarizing recurring themes from the responses. Because the insights are generated using AI, they may contain errors. The insights do not necessarily reflect internal data, employee interviews, or verified company information. They may be influenced by incomplete, outdated, or inaccurate data, and may vary across LLM providers. These insights are intended for informational purposes only and should not be interpreted as a factual or definitive assessment of a company's reputation. Built In makes no representations or warranties regarding the accuracy, completeness, or reliability of this information, and disclaims any liability for any actions taken based on this information. If you are a representative of this company, and would like this page to be removed, you may contact us via this form.

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