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Supporting ePharma:

From Search Engines to eCommerce

Jennifer Klein
-
Kearns

Director, Knowledge Management

AstraZeneca US

Special Libraries Association

San Antonio, TX

June 12, 2001

Supporting ePharma

Agenda


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 Management

AstraZeneca 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 COMPANIES

BEGIN 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 product

flow

Emergence of mega sales forces and
DTC advertising

Huge changes in

Biological Sciences,

enabling technologies

and 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

Product

Supply

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

Product

Supply

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

Relationship

Dynamics



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

Affects

Business &

Industry

Configuration



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

Relationship

Dynamics



Between
buyers/sellers


With business
partners


Between
employee/
enterprise

Enabling eBusiness

Organize and Tie Content Together

Ensure Efficient Deployment of Strategies

Leverage Resources and Talent

Optimize Existing Business Processes

Enabling eBusiness

Knowledge Management


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 Management

What Does KM Do?

Technology

is an enabler

KM

Values

Norms

Practices

Knowledge Management

Objectives


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 Infrastructure

Content Management (Context Architecture)

Knowledge Management Infrastructure

Technology Architecture

KM Support Services (People)

Culture

Centralized Processes

KM Infrastructure

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 Infrastructure

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 Infrastructure

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





Business

Integration/

Impact









Solo

Knowledge Navigation

Team 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

Leverage Technology

Reference Services


Purchased Information


Document Delivery

Leverage Library Operations

Skills for KM Professionals

Low

Value
-
add

High

Collaborative





Business

Integration/

Impact









Solo

Knowledge Navigation

Team 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

Leverage Technology

Reference Services


Purchased Information


Document Delivery

Leverage Library Operations

People


Skills

Information Provider


Information Enabler


Information “Consultant”

Partnering

Partnering

KM Roles

Knowledge Integration

Partners 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 Operations

Provides support, facilitation and direction in the areas of vocabulary and content
management,
knowledge management socialization and end
-
user advocacy

Knowledge Solutions

Ensure 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


Enabling eBusiness

Edna Hecht

Enterprise Knowledge


Manager, KMPO

Cathy Cockerill

Director,


Electronic Promotions