Supporting ePharma: From Search Engines to eCommerce Jennifer Klein-Kearns Director, Knowledge Management AstraZeneca US Special Libraries Association.
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Supporting ePharma:From Search Engines to eCommerce
Jennifer Klein-KearnsDirector, Knowledge ManagementAstraZeneca US
Special Libraries AssociationSan Antonio, TXJune 12, 2001
Supporting ePharmaAgenda
• ePharma Marketplace• Pharmaceutical eBusiness
– What is it, What does it include, What is the impact?
• Role of Knowledge Management• KM Infrastructure
– Content Management– Centralized Processes– KM Support Services
• eBusiness Examples– eLearning– eCommunications– eMarketing
About AstraZeneca
• Formed in 1999 with the merger of Astra AB (Sweden) and Zeneca Group PLC (UK)
• Ranked third is ethical pharmaceutical sales• Sells product in over 100 countries• 50,000 employees worldwide; 11,000 in the
US commercial business• Cross functional organization focused
around therapeutic areas
About Knowledge ManagementAstraZeneca US
• Dually reports to Information Services and eBusiness (Commercial & Portfolio Operations)
• Comprised of four functional groups:– Knowledge Integration– KM Program Office– Web Center of Excellence– KM Operations
• Goal is to champion the integration of information and knowledge into business processes and practices
MEDIUM SIZED COMPANIESBEGIN TO FAIL TO COMPETE
R&D
Selling &Marketing
Large companies need to rapidly embrace these technologies short -
medium term. Over the longer term, medium sized companies strategically need to embrace these technologies.
Booming US Pharma market,
Strong new productflow
Emergence of mega sales forces and DTC advertising
Huge changes inBiological Sciences,
enabling technologiesand computational power
Ramp up in productivity of R&D process 1 drug per 3 years to
3 per 1 year
eBusiness
ePharma Marketplace
Competitive Advantage
What is eBusiness?
Leveraging web technology in a deliberate and thoughtful way to improve business processes, operations and relationships
Business to employee (B2E)
Business to business (B2B)
Business to consumer (B2C)
What is eBusiness?
Leveraging web technology in a deliberate and thoughtful way to improve business processes, operations and relationships
• Opportunity to leverage common platform, tools, applications, learnings, best practices and CONTENT across segments
• Requires standardization, centralized knowledge capture and information sharing
Research &Development
ProductSupply
Sales and Marketing
eBusiness Is About …
Broadcast
• Disease information
• Corporate standards• Internal procedures
• Company/product information• Direct to Consumer (DTC)• Corporate Communications
Information
Interact
• Collaboration (partners, customers, regulators, workgroups)
• Customer surveys• “Contact Us”
• Contract management
Communication
Transact
• Electronic regulatory submissions
• Electronic coupons/rebates• Education programs(CME)
• Procurement
Workflow
Research &Development
ProductSupply
Sales and Marketing
eBusiness Is About …
Broadcast
• Disease information
• Corporate standards• Internal procedures
• Company/product information• Direct to Consumer (DTC)• Corporate Communications
Interact
• Collaboration (partners, customers, regulators, workgroups)
• Customer surveys
• Contract management
Transact
• Electronic regulatory submissions
• Electronic coupons/rebates• Education programs(CME)
• Procurement
Content
Impact of eBusiness
TIME
Manage Cost
• Understand Total Cost of Ownership
• Objective to impact cost base
• Increase efficiency and effectiveness
New & Cool
• Early adoption
• Precedent setting
• Trial & Error
• Additive Cost
• Tremendous opportunity to leverage the web and eBusiness applications to eliminate/control/avoid costs and improve efficiency
• Technology is maturing – requires mix-and-match approach, unique opportunity to influence development
• Over time, failure to act will lead to fundamentally uncompetitive cost structure and reduced ability to respond to market changes
Impact of eBusiness
TIME
Change RelationshipDynamics
• Between buyers/sellers
• With business partners
• Between employee/ enterprise
New & Cool
• Early adoption
• Precedent setting
• Trial & Error
• Additive Cost
• Greater customer impact /patient empowerment
• Opportunity for more sophisticated segmentation and targeted marketing
• Support cultural attributes and values of the organization
Manage Cost
• Understand Total Cost of Ownership
• Objective to impact cost base
• Increase efficiency and effectiveness
Impact of eBusiness
TIME
AffectsBusiness & IndustryConfiguration
• eBusiness becomes business as usual
New & Cool
• Early adoption
• Precedent setting
• Trial & Error
• Additive Cost
Manage Cost
• Understand Total Cost of Ownership
• Objective to impact cost base
• Increase efficiency and effectiveness
Change RelationshipDynamics
• Between buyers/sellers
• With business partners
• Between employee/ enterprise
Enabling eBusiness
Organize and Tie Content Together
ePro
mot
ions
ePro
cure
men
t
eDet
aili
ng
eCli
nica
l
eStrategy
eCom
mun
icat
ions
eLea
rnin
g
Ensure Efficient Deployment of StrategiesLeverage Resources and TalentOptimize Existing Business Processes
Enabling eBusiness
Knowledge Management
ePro
mot
ions
eDet
aili
ng
eCli
nica
l
eStrategy
eCom
mun
icat
ions
ePro
cure
men
t
eLea
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g
What is Knowledge Management?
The broad process of locating, organizing, transferring, and using the information and expertise within an organization. The overall knowledge management process is supported by four key enablers: leadership, culture, technology and measurement.
Source: American Productivity & Quality Center
What is Knowledge Management?
The creation and subsequent management of an environment which encourages knowledge to be created, shared, learnt, enhanced, organized for benefit of the organization and its customers.
Source: “Mobilising Knowledge: The Pharmaceutical Industry Approach”, TFPL, 1999
Data: Facts
Information: Facts in context and organized
Knowledge: Understanding information with a view to action; human intervention is implied, information is digested and reacted to
Wisdom: Knowledge applied appropriately and consistently
Culture is a Key Enabler
Data
Information
Knowledge
Wisdom
Knowledge ManagementWhat Does KM Do?
Technology is an enabler
KM
Values Norms Practices
Knowledge ManagementObjectives
Provide standards and structure to the information management and knowledge initiatives of the US business
Support the creation, use (and reuse) and flow of information and knowledge throughout the organization
Provide a fundamental service and content infrastructure to enable eBusiness
Knowledge Management Infrastructure
Technology Architecture
KM Support Services (People)
Culture
Centralized Processes
KM
In
fras
tru
ctu
re
Content Management (Context Architecture)
Knowledge Management Infrastructure
Technology Architecture
KM Support Services (People)
Culture
Centralized Processes
KM
In
fras
tru
ctu
re
Content Management (Context Architecture)
Content Management: Needs
• Understand what you have• Understand what you need • Focus on reuse and integration• Focus on added value and appropriate management• Define access and navigation• Optimize search engine capabilities• Provide user support and maintenance• Strive for continuous improvement
Content Management: Approach
Provide framework for implementing knowledge architecture (content/context architecture)
• Understand where content is created and flow• Understand and standardize portfolio of tools• Develop strategy and long-term blueprint for growth• Provide knowledge maps, logical structure, vocabulary
management, meta tags and attributes• Establish/enforce standard guidelines and provide templates• Integrate emerging technologies• Develop and manage “libraries” of web objects• Provide enterprise view as complement to departmental view
Knowledge Management Model
Technology Architecture
KM Support Services (People)
Culture
KM
In
fras
tru
ctu
re
Content Management (Context Architecture)
Centralized Processes
Centralized Processes: Needs
• Understand eBusiness strategy
• Be familiar with core processes and leverage departmental processes already in existence
• Link core processes together and eliminate redundancy
• Capture and leverage information, knowledge, and expertise -- LEARN
Centralized Processes: Approach
Design and implement process that manages and reviews requests to add web content
• Supports strategic growth plan, allows prioritization• Adopt “portfolio management” approach• Ensures enterprise-wide content integration • Allows identification of “gaps” in model and content• Can proactively “shepherd” highly valued content to the Web• Supports adoption of vendor, content, and developer guidelines• Can control for redundancy and ensure reuse of content and
functionality• Coordinates with Purchasing, IS and Regulatory processes
Knowledge Management Model
Technology Architecture
Culture
KM
In
fras
tru
ctu
re
Content Management (Context Architecture)
Centralized Processes
KM Support Services (People)
Support Service: Needs
• Human interface/intervention is essential• Understand the audience, align support appropriately• Provide team and community-level support• Customize, personalize, individualize• Understand relationship of roles to workflow• Keep focus on business objective• Develop and communicate service level agreements
Support Services: Approach
Provide consulting services to the organization to support information gathering, content creation and knowledge sharing
• Supports strategic growth plan
• People are the real “competitive” advantage
• Target “knowledge workers”
• Directly impacts work/productivity
• Ensures leveraging of best practices and adherence to strategy and standards
Skills for KM Professionals
Low Value-add High
Collaborative
BusinessIntegration/Impact
Solo
Knowledge NavigationTeam Membership Communications Skills Advisory/Consulting Skills Performance Support Marketing/PR Influencing Skills
Web Skills/Knowledge “Business” Intelligence Content Evaluation Analytical/Research Skills Industry/Subject Expertise Information Mapping Skills Project Management Expr
Screening/Filtering Distributing/Routing Cataloging/Indexing
Searching
Leverage Technology
Reference Services Purchased Information Document Delivery
Leverage Library Operations
Skills for KM Professionals
Low Value-add High
Collaborative
BusinessIntegration/Impact
Solo
Knowledge NavigationTeam Membership Communications Skills Advisory/Consulting Skills Performance Support Marketing/PR Influencing Skills
Web Skills/Knowledge “Business” Intelligence Content Evaluation Analytical/Research Skills Industry/Subject Expertise Information Mapping Skills Project Management Expr
Screening/Filtering Distributing/Routing Cataloging/Indexing
Searching
Leverage Technology
Reference Services Purchased Information Document Delivery
Leverage Library Operations People Skills
Information Provider – Information Enabler – Information “Consultant”
Partnering
Partnering
KM Roles
Knowledge IntegrationPartners with therapeutic areas, product teams, and skill centers to facilitate access, use, organization and sharing of knowledge via the leveraging of knowledge management practices, processes, and technologies to enable business areas to effectively manage content and information flow.
Knowledge OperationsProvides support, facilitation and direction in the areas of vocabulary and content management, knowledge management socialization and end-user advocacy
Knowledge SolutionsEnsure the implementation of enterprise knowledge architecture strategy and provide consulting and project management services to the organization related to leveraging the Web and contributing to the evolving content architecture
Enabling eBusiness
Knowledge Management
ePro
mot
ions
ePro
cure
men
t
eDet
aili
ng
eCli
nica
l
eStrategy
eCom
mun
icat
ions
eLea
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g
Enabling eBusiness
ePro
mot
ionseStrategy
eCom
mun
icat
ions
Edna HechtEnterprise Knowledge Manager, KMPO
eLea
rnin
g
eDet
aili
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Cathy CockerillDirector, Electronic Promotions
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