Supporting ePharma: From Search Engines to eCommerce Jennifer Klein-Kearns Director, Knowledge...

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


• 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




Impact of eBusiness

TIME

AffectsBusiness & IndustryConfiguration

• eBusiness becomes business as usual

New & Cool

• Early adoption


• Trial & Error

• Additive Cost

Manage Cost




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

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eStrategy

eCom

mun

icat

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eLea

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Ensure Efficient Deployment of StrategiesLeverage Resources and TalentOptimize Existing Business Processes

Enabling eBusiness

Knowledge Management

ePro

mot

ions

eDet

aili

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eCli

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eStrategy

eCom

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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)

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



Culture

KM

In

fras

tru

ctu

re



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


Culture

KM

In

fras

tru

ctu

re




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

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Enabling eBusiness

ePro

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eCom

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Edna HechtEnterprise Knowledge Manager, KMPO

eLea

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eDet

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Cathy CockerillDirector, Electronic Promotions

Supporting ePharma: From Search Engines to eCommerce Jennifer Klein-Kearns Director, Knowledge...

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