SMS FOR LIFE

THE LEADERSHIP CHALLENGES FOR PROJECT VISIBILITY AND

SUCCESS

Sofya Latkina Edward Kagan Alexey Lifshits Pavel Shilov

4-year bachelor ofDepartment of Software Engineering, HSE Projects:project certificate of company “ROSA”Certification:DSD (Das Deutsche Sprachdiplom)Certificate of engineering winter school, HSE

Graduated bachelor(2011), Department of Software Engineering, HSE2-year master degree of Department of Software Engineering, HSEWork:system administrator “Prime Company”system administrator “Prime Leasing”senior developer “Alset Wellen”Projects:Imagine Cup certificateUX 2011 Moscow certificateCertification:IELTS General (6.5)

4-year bachelor of Department of Software Engineering, HSE Work:-assistant “Institute for System Programming”Projects:project certificate of company “ROSA”Certification:IELTS Academic (6.5)Certificate of engineering winter school, HSE

4-year bachelor of Department of Software Engineering, HSE Work:-senior developer “Alset Wellen”Projects:project certificate of company “ROSA”Certification:IELTS Academic (6.5)

Common interests: team work, challenges, creativity

TEAM CV

In order to solve this problem three solution directions can be considered

THE BASIC PROBLEM OF NOVARTIS FOR TODAY IS THE LACK OF VISION FOR THE FUTURE

DEVELOPMENT OF THE SMS FOR LIFE PROJECT

Improving SMS for Life scalability, make

add of new services/initiatives

easier

Forming project image, make it

popular, underline priority of the

emerging markets problems

Enhancing profitability level of

Novartis

New initiatives, new services in the project,

new opportunities

Costs decrease, profit increases

The problem affects worldwide discussions, the attention of new

partners and initiatives is attracted

Cooperation with security providing

organizations in the regions

Insecurity leads to a decline in trust to the SMS for Life project,

causing loss of interest of investors and

partners

Partners and possible investors more likely

will put their money in safe project, than in

risky one

Shipment delay or cancelation transfers

into a penalty payments and possible

death

Statistics gathering and the flexibility* of a system must be emphasized

Statistical data may be collected on everyday basis, providing the most precise data

about African stocks for now

Not only SMS, but WAP and WEB gates may be

provided for stock reporters and partner

companies

GPS can be involved in supply chain

management, to track the position of medicines**

SMS for Life project workflow has to be

reorganized

Four-level hierarchy, with a strong division of statistical, supply chain

and administration

Basing on statistics administration works

with partners and supply chain performs

In its turn supply division is responsible

to deliver shipment securely and on time, and also to provide

data feedback

Administration also is involved in both above processes, but key aim of it is to supply project

operation in a whole

Additional ways of network

organization have to be considered

Special founds may be provided by some big company as a part of

corporate social responsibility program

Additional stimulation for reporters may be

achieved with a partnership with some cell-network providers

BASING ON SWOT ANALYSIS (SEE APPENDIX, SLIDE 10), FOLLOWING IDEAS CAN BE PROPOSED

TO BE EXECUTED FOR THE FIST SOLUTION DIRECTION

* - flexibility here means ease of adding new services** - one of the key efficiency indicator is a rate of sales, to keep it on a high level it is very important to keep track on stocks and supply trucks

Health posts

Supply Chain

Statistics

Administratio

n

Live show

Web-site

PR

“Save the life”

Donations

Live show on some international channel (Discovery, for example) can be launched. Key ideas: to report from the troubled regions of Africa, to show malaria patients (and

other diseases), the treatment process, the work of project SMS for Life

The IT department of Novartis can develop the web-site for the project SMS for Life*, for PR department to cover details of project progress, publish statistical data, interact with visitors (see point “Donations” also), support and cover all events (see

other points on this slide)

This point basically implies the speeches on specific** conferences, writing articles to the international publications, devoted to the

problem of medicines’ stock-outs, problem of emerging markets, widespread diseases and to the SMS for Life project at most

Social initiative named “Save the life” will be started. Recruitment will help with deployment of SMS for Life, volunteers will perform adoption courses and trainings for local population, in return symbolic gratitude (certificates and badges with project symbolic [see example below]).

Project partners also can participate by allocating human resources as part of corporate social responsibility

The donation system has to be considered for implementation; this is targeted at people who demonstrate the intention to help and to be

involved in the project, but can’t do it personally

* - SMS for Life site is today one of the pages on Novartis web-site. The SMS for Life project should be perceived as a project that saves lives, not as one of Novartis’s appendages** - by “specific” here “devoted to the problem of malaria and other spread diseases” is meant. Examples: East Africa Conference, AU conference of ministers in charge of social development

Project

image

presentation of the project to potential partners

focus on the problem which is being solved by SMS for Life project

introduction of the project to the international audience

FOLLOWING ASPECTS HAVE TO BE CONSIDERED TO SUPPLY SOLUTION SECOND DIRECTION

1

THE PROPOSED STEPS CAN BE EVALUATED ON COST AND PROFITABILITY AS FOLLOWS

1 – the Live-show on worldwide channel (Discovery) airing2 – the web-site development3 – presentations for national and international conferences, publications4 – social project “Save the life” launch5 – system for public donations (all money go to the project future investigation) establishment

On this McKinsey matrix, projects are ranked depending on their impact to the business partners (axis X) and everyday people (axis Y). Initiatives are also differentiated by

size (according to estimated costs of them – the bigger circle, the more spendings) and by color (according to probable amount of the intended effect – the darker the circle,

the better the result of project implementation)

Focu

s on

every

day

people

Focus on the business partners

23

45

Expansion into new markets, the promotion of the project simultaneously in several regions (first Africa, then Latin America, after that – Asia)

Carrying out contract researches, gathering medical histories (information about new

strains, symptoms, tolerance/intolerance of medicines, course of the disease)

Conducting of pilot programs (testing of new drugs on terminally ill patients, for

example, as this becomes their only chance to be cured)

Prediction of seasonal epidemics basing on the statistical data; using them also for identifying

the dependencies between diseases in different regions

under different weather conditions

Consideration of selling statistics to external interested parties for market research purposes

THE THIRD SOLUTION DIRECTION ESSENTIALLY REFERS TO GENERATING REVENUE FROM THE EXPANSION INTO NEW

MARKETS, INCREASE OF NOVARTIS PRODUCTS SALES, THE USE OF THE SMS FOR LIFE PLATFORM, AND OFFERING

ADDITIONAL SERVICES

* - see the details about the choice of countries in the appendix (slide 11)

  Months amount0-6 6-12 12-18 18-24 24-30 30-36

Gathering

statistics

Tanzania and all countries, where

program is established

(start)

Tanzania (ready for Internet

publication of data),

Nigeria (start)

 + Sierra-Leone

(start)  + Gambia (start)

Making forecast

s

Statistics are gathering...

Tanzania and all countries, where

program is established

(start)

Tanzania (ready for publication about epidemics),

Nigeria (start)

+ Sierra-Leone (start)

 

Selling gathere

d statistic

s

Statistics are gathering… TanzaniaTanzania,Nigeria

Tanzania,Nigeria

Tanzania,Nigeria, Sierra-

Leone

Expansion into

new markets

Tanzania (market is mastered)

Tanzania + Nigeria (start)

Tanzania + Nigeria (market

is mastered)

Tanzania + Nigeria + Sierra-

Leone (start)

Tanzania + Nigeria + Sierra-Leone (market is

mastered)

Tanzania + Nigeria + Sierra-Leone+ Gambia

(start)

ALL ACTIVITIES, NEEDED FOR THE REALIZATION OF ABOVE MENTIONED IDEAS, CAN BE ORGANIZED IN

AFRICAN COUNTRIES (AFTER ALL CURRENT ACTIVITIES WILL BE FINISHED) ACCORDING TO THE FOLLOWING

TIME SCHEDULE*

APPENDIX

  Helpful Harmful

Internal origin

- rise in image- no competitors- success in pilots- existing connections with various partners  

- organizational problem (SMS for Life is a side project)- high maintenance costs- difficult supply chain- possible lack of capital in emerging markets- lack of funding- everything is outsource (lot of partners but nothing own)

External origin

- contracts with new partners- fraction external funding- scalable system- IT department can create his own processing system

- problem with government- lack of security- end-user behavior- mutations of mosquitoes (possible inefficiency of current vaccine)

THE CURRENT STATE OF THE SMS FOR LIFE PROJECT CAN BE EVALUATED BY THE FOLLOWING

SWOT MATRIX

Strengths

Opportunities

Weaknesses

Threads

№ Country Population AreaDensity of population

Death Rate Per 100,000

Scalarization (3 * death rate + 2 *

density)

1 Nigeria 170,123,740 923,768 km2 184.2/km2 79.3 606,3

2 Sierra Leone 6,000,000 71,740 km2 79.4/km2 132.5 556,3

3 Gambia 1,782,893 11,295 km2 164.2/km2 53.7 489,5

4 Burkina Faso 15,730,977 274,200 km2 57.4/km2 103.4 425

5 Guinea-Bissau 1,647,000 36,125 km2 44.1/km2 108.7 414,3

6 Chad 10,329,2081,284,000 k

m2 8.0/km2 119.3 373,9

7 Central Africa 4,422,000 622,984 km2 7.1/km2 117.3 366,1

8 Mozambique 23,929,708 801,590 km2 28.7/km2 99.7 356,5

9 Guinea 10,057,975 245,857 km2 40.9/km2 90.4 353

10 Rep Of Congo 75,507,3082,345,409 k

m2 29.3/km2 96.4 347,8

11 Cote d Ivoire 20,617,068 322,463 km2 63.9/km2 69.1 335,1

12 Benin 9,598,787 112,622 km2 78.1/km2 57.3 328,1

13 Cameroon 19,406,100 475,442 km2 39.7/km2 73.0 298,4

14 Niger 16,274,7381,267,000 k

m2 12.1/km2 79.6 263

15 Congo 4,366,266 342,000 km2 12.8/km2 74.4 248,8

16 Liberia 4,128,572 111,369 km2 35.5/km2 54.1 233,3

17 Mali 14,517,1761,240,192 k

m2 11.7/km2 69.4 231,6

18 Equ. Guinea 676,000 28,050 km2 24.1/km2 55.6 215

19 Zambia 14,309,466 752,618 km2 17.2/km2 55.2 200

20 Angola 18,498,0001,246,700 k

m2 14.8/km2 51.5 184,1

Data Source: WHO 2011