Supporting ePharma: From Search Engines to eCommerce

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Supporting ePharmaFrom Search Engines to
eCommerce
Special Libraries Association San Antonio,
TX June 12, 2001

• Jennifer Klein-Kearns
• Director, Knowledge Management
• AstraZeneca US

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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

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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

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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

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ePharma Marketplace
Selling Marketing
eBusiness
Competitive Advantage
RD
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What is eBusiness?

• Leveraging web technology in a deliberate and
  thoughtful way to improve business processes,
  operations and relationships

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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

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eBusiness Is About
Research Development
Sales and Marketing
Product Supply
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eBusiness Is About
Broadcast
Interact
Transact

• Disease information

• Collaboration (partners, customers, regulators,
  workgroups)

• Electronic regulatory submissions

Research Development

• Company/product information
• Direct to Consumer (DTC)
• Corporate Communications

• Customer surveys

• Electronic coupons/rebates
• Education programs(CME)

Sales and Marketing

• Corporate standards
• Internal procedures

• Contract management

• Procurement

Product Supply
Content
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Impact of eBusiness

• 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

• New Cool
• Early adoption
• Precedent setting
• Trial Error
• Additive Cost

TIME
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Impact of eBusiness

• 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

TIME
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Impact of eBusiness

• New Cool
• Early adoption
• Precedent setting
• Trial Error
• Additive Cost

TIME
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Enabling eBusiness
eCommunications
eLearning
eProcurement
ePromotions
eDetailing
eClinical
Organize and Tie Content Together
Ensure Efficient Deployment of Strategies
Leverage Resources and Talent
Optimize Existing Business Processes
eStrategy
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Enabling eBusiness
eCommunications
eLearning
eProcurement
ePromotions
eDetailing
eClinical
Knowledge Management
eStrategy
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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
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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
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Knowledge ManagementWhat Does KM Do?
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
Wisdom
Knowledge
Information
Data
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Knowledge ManagementObjectives

• Provide a fundamental service and content
  infrastructure to enable eBusiness

• 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

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Knowledge Management Infrastructure
Technology Architecture
Content Management (Context Architecture)
Centralized Processes
KM Infrastructure
KM Support Services (People)
Culture
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Knowledge Management Infrastructure
Technology Architecture
Content Management (Context Architecture)
Centralized Processes
KM Infrastructure
KM Support Services (People)
Culture
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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

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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

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Knowledge Management Model
Technology Architecture
Content Management (Context Architecture)
KM Infrastructure
Centralized Processes
KM Support Services (People)
Culture
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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

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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

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Knowledge Management Model
Technology Architecture
Content Management (Context Architecture)
KM Infrastructure
Centralized Processes
KM Support Services (People)
Culture
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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

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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

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Skills for KM Professionals
Knowledge Navigation Team Membership
Communications Skills Advisory/Consulting
Skills Performance Support
Marketing/PR Influencing Skills
Leverage Library Operations
Collaborative Business Integration/ Impact
Solo
Searching
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
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Skills for KM Professionals
Information Provider Information Enabler
Information Consultant
Knowledge Navigation Team Membership
Communications Skills Advisory/Consulting
Skills Performance Support
Marketing/PR Influencing Skills
Leverage Library Operations
People Skills
Collaborative Business Integration/ Impact
Solo
Partnering
Searching
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
Partnering
Leverage Technology
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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

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Enabling eBusiness
eLearning
eCommunications
eProcurement
ePromotions
eDetailing
eClinical
Knowledge Management
eStrategy
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Enabling eBusiness
eLearning
eCommunications
ePromotions
eDetailing
Edna Hecht Enterprise Knowledge Manager, KMPO
Cathy Cockerill Director, Electronic
Promotions
eStrategy