V cagg samples 2-slideshare generic
Transcript of V cagg samples 2-slideshare generic
1BUSINESS TECHNOLOGY
BT StrategyContinued Focus on 5 Tenets x 3 Principles
Create Value for the Business
Create Value for the Business
Full Solutions ProviderFull Solutions Provider
Lead with Integrity,
Intention and Energy
Lead with Integrity,
Intention and Energy
The Best Place to Work
The Best Place to Work
Do What You Say You Will Do
Do What You Say You Will Do
DrivePerformance
and CostImprovements
DrivePerformance
and CostImprovements
• Every interaction is an opportunity to shape a perception; be intentional in the perception you’re shaping
• Be a key partner in driving fundamental business change
• Obsessive focus on key business imperatives
• Every interaction is an opportunity to shape a perception; be intentional in the perception you’re shaping
• Be a key partner in driving fundamental business change
• Obsessive focus on key business imperatives
• Create an IT talent magnet
• Own your growth
• Develop yourself and others: strong culture of internal development
• Create an IT talent magnet
• Own your growth
• Develop yourself and others: strong culture of internal development
• Be transparent
• Make IT simple for business partners
• Deliver on “the promise” – on time and budget
• Be transparent
• Make IT simple for business partners
• Deliver on “the promise” – on time and budget
• Achieve goals ofthe transaction
• Balance quality, cost, utilization
• Act as an Owner –source, buy, manage
• Achieve goals ofthe transaction
• Balance quality, cost, utilization
• Act as an Owner –source, buy, manage
• Business driven – IT aligned strategies
• Results stated in business outcomes
• “Seat at the table” – provide thought leadership
• Business driven – IT aligned strategies
• Results stated in business outcomes
• “Seat at the table” – provide thought leadership
*Highly Selective Investments
2BUSINESS TECHNOLOGY
Operational PerformanceOperational Performance Strategy and AlignmentStrategy and Alignment
Driving global standardization with ERP
PGM enabling global supply network
Medical focusing on process simplification & compliance
R&D pursuing clinical trial excellence & 'virtualized R&D'
WBB aligning investments with customer & market
dynamics
PDB engaging customers through new channels
BT selectively investing in business innovation
Achieving and exceeding financial targets
Driving $XXXM+ portfolio reduction with governance
Delivering on integration commitments
Driving simplification & standardization
Pursuing service excellence
StatusStatus StatusStatus
Business Technology 2010 Report Card
3BUSINESS TECHNOLOGY
Company Imperatives
• Innovation in Medicines forCustomers
• Deep Customer Insights
• Growing Profit Faster Than Sales
• Simplifying, Streamlining, ProductivityThrough Standard Business Processes
• Highest Quality Products Delivered by aSupply Network
• Best Talent – Best Place to Work
Developed Europe$XX B
Asia Pacific$XX B
North America$XX B
Total$XXX B
U.S. Vaccines: $ XX BDomestic Pharm $ XX B U.S. $ XX B
Puerto Rico $XXX BCanada $ XX B
Performance by Region
France: $XX BItaly: $XX BGermany: $XX BUnited Kingdom: $XX BSpain: $XX BMedium Size Markets: $XX B
Japan: $XX B Australia New Zealand: $XX B Korea: $XX B
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Deliver on commitment to OperationalExcellence Corporate Project Enhance operations that improve key stakeholder engagement processes and portfolio decision making
Execute on innovative market development and launch readiness strategies Ensure performance with Integrity / Compliance principles
Enhance talent management and improve manager effectiveness programsIncrease colleague engagement
Near-Term GrowthNear-Term Growth Future GrowthFuture Growth
2011 Strategic Goals
Engaged &Talented Colleagues
Engaged &Talented Colleagues
OperationalExcellenceOperationalExcellence
Core CapabilitiesCore Capabilities
Financial Results Dashboard
First Quarter 2011
The Evolving Industry Landscape
Founded Then
1976
1978
1979
1980
1980
1981
1981
The Evolving Industry Landscape
Founded Then Now
1976
1978
1979
1980
1980
1981
1981
IncreaseCommercial
Value
• Quality Products and Processes
• Internal & external sourcing strategies
• Capacity, capital, best cost & asset utilization
• Operational Excellence (RFT, Lean, NPP, BSC, Innovation)
• Energy/CO2 reduction
• ERP
• Innovation across product lifecycle
• Revenue creation & enhancement
• Complexity mgmt
• Supply chain security
• Co-develop new products
• Global Supply / Delivery Chain transformation
• Clear structure, roles, processes
Colleagues • People Manager Excellence• Diversity & Inclusion
• Engagement • Talent Planning & Development
Culture• Quality & Compliance• Fast, Flexible, Innovative
• Environmental, Health & Safety
• Business ownership
• Recognition
Optimize Supply
Network
Enhance Core Process
Excellence
Optimize Network
Performance
PGS Transformational Strategies
2011 Goals Aligned with Mission Elements and BU imperatives
Strengthen key Strengthen key business processesbusiness processes
Institutionalize core Institutionalize core OE capabilitiesOE capabilities
Advance enabling Advance enabling technologiestechnologies
Improve process Improve process capabilitiescapabilities
Improve customer Improve customer linkagelinkage
Deliver the 2011 Deliver the 2011 operating planoperating plan
Drive green / Drive green / sustainability sustainability programsprograms
Improve market Improve market responsivenessresponsiveness
Drive growth through Drive growth through new business new business opportunitiesopportunities
Achieve innovation Achieve innovation milestones milestones
Execute global Execute global network initiativesnetwork initiatives
Build a winning Build a winning organizationorganization
Strengthen linkages Strengthen linkages with the BUwith the BU
Set the standard for Set the standard for QualityQuality
Strive for injury free Strive for injury free workplaceworkplace
2011 Tactics: Customers
Strengthen key Strengthen key business processesbusiness processes
Institutionalize core Institutionalize core OE capabilitiesOE capabilities
Advance enabling Advance enabling technologiestechnologies
Improve process Improve process capabilitiescapabilities
Improve customer Improve customer linkagelinkage
Deliver the 2011 Deliver the 2011 operating planoperating plan
Drive green / Drive green / sustainability sustainability programsprograms
Improve market Improve market responsivenessresponsiveness
Drive growth through Drive growth through new business new business opportunitiesopportunities
Achieve innovation Achieve innovation milestones milestones
Execute global Execute global network initiativesnetwork initiatives
Build a winning Build a winning organizationorganization
Strengthen linkages Strengthen linkages with the BUwith the BU
Set the standard for Set the standard for QualityQuality
Strive for injury free Strive for injury free workplaceworkplace
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2011 Tactics: Financial
Strengthen key Strengthen key business processesbusiness processes
Institutionalize core Institutionalize core OE capabilitiesOE capabilities
Advance enabling Advance enabling technologiestechnologies
Improve process Improve process capabilitiescapabilities
Improve customer Improve customer linkagelinkage
Deliver the 2011 Deliver the 2011 operating planoperating plan
Drive green / Drive green / sustainability sustainability programsprograms
Improve market Improve market responsivenessresponsiveness
Drive growth through Drive growth through new business new business opportunitiesopportunities
Achieve innovation Achieve innovation milestones milestones
Execute global Execute global network initiativesnetwork initiatives
Build a winning Build a winning organizationorganization
Strengthen linkages Strengthen linkages with the BUwith the BU
Set the standard for Set the standard for QualityQuality
Strive for injury free Strive for injury free workplaceworkplace
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2011 Tactics: People
Strengthen key Strengthen key business processesbusiness processes
Institutionalize core Institutionalize core OE capabilitiesOE capabilities
Advance enabling Advance enabling technologiestechnologies
Improve process Improve process capabilitiescapabilities
Improve customer Improve customer linkagelinkage
Deliver the 2011 Deliver the 2011 operating planoperating plan
Drive green / Drive green / sustainability sustainability programsprograms
Improve market Improve market responsivenessresponsiveness
Drive growth through Drive growth through new business new business opportunitiesopportunities
Achieve innovation Achieve innovation milestones milestones
Execute global Execute global network initiativesnetwork initiatives
Build a winning Build a winning organizationorganization
Strengthen linkages Strengthen linkages with the BUwith the BU
Set the standard for Set the standard for QualityQuality
Strive for injury free Strive for injury free workplaceworkplace
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2011 Tactics: Internal Processes
Strengthen key Strengthen key business processesbusiness processes
Institutionalize core Institutionalize core OE capabilitiesOE capabilities
Advance enabling Advance enabling technologiestechnologies
Improve process Improve process capabilitiescapabilities
Improve customer Improve customer linkagelinkage
Deliver the 2011 Deliver the 2011 operating planoperating plan
Drive green / Drive green / sustainability sustainability programsprograms
Improve market Improve market responsivenessresponsiveness
Drive growth through Drive growth through new business new business opportunitiesopportunities
Achieve innovation Achieve innovation milestones milestones
Execute global Execute global network initiativesnetwork initiatives
Build a winning Build a winning organizationorganization
Strengthen linkages Strengthen linkages with the BUwith the BU
Set the standard for Set the standard for QualityQuality
Strive for injury free Strive for injury free workplaceworkplace
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Key Stakeholders
ConsumersConsumers GovernmentsGovernments
DoctorsDoctors
PatientsPatients
Retailers andPharmacistsRetailers andPharmacists
Confidential. For Internal Use Only.Confidential. For Internal Use Only.Confidential. For Internal Use Only.
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Financial management
Systems
Procurement management
Systems
Manufacturing Resource Planning Systems
Supply Chain
Management Systems
YYYY Management
Systems
Note – these are variationof graphics for the previous slides
Our Technology Platforms
VaccinesProteinsSmall Molecules
Strategies for Identifying the “Right”KOL Engagement Model
1. Case for Support
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KOLLifecycle
Management
KOLLifecycle
Management
StrategicPlanningStrategicPlanning
Metrics -Tracking and
Reporting
Metrics -Tracking and
Reporting
KOLIdentification
KOLIdentification
KOLEngagement
KOLEngagement
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Step 1:Strategic Planning KOL
LifecycleManagement
StrategicPlanning
Metrics -Tracking and
ReportingEfficiency
KOLIdentification
KOLEngagement
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CATEGORY: LOREM IPSUMCATEGORY: LOREM IPSUM
100 300 500
HOW MANY TIMES A DAY IS IT
RECOMMENDED
THAT WEANING INFANTS AGED 9 TO 11
MONTH BE OFFERED COMPLEMENTARY
FOOD?
CATEGORY: LOREM IPSUMCATEGORY: LOREM IPSUM
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300 POINT QUESTION ?
NEXT CATEGORY: LOREM IPSUMNEXT CATEGORY: LOREM IPSUM
A Changing Environment
A Changing Environment
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C: Product B
C: Product B
B: Product C
In the year 2000, what was the product with the highest growth in sales of 167% in Puerto Rico?
In the year 2000, what was the product with the highest growth in sales of 167% in Puerto Rico?
A: Product A
D: Product D
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F U E L E F F I C I E N C Y
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SafetySafetySafetySafety
EfficacyEfficacyEfficacyEfficacy
DiscoveryDiscoveryDiscoveryDiscovery
RegulatorsRegulatorsRegulatorsRegulators
PricePricePricePrice
TargetTargetProductProductProfileProfile
TargetTargetProductProductProfileProfile
StabilityStabilityStabilityStability
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